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A Study On The Effectiveness of Training at Hul Puducherry R.Udhayasankar M.Sellan
A Study On The Effectiveness of Training at Hul Puducherry R.Udhayasankar M.Sellan
2, October 2018
R.Udhayasankar
Asst. Prof. Dept. of Management Studies, Sri Sairam Institute of Technology, Chennai
M.Sellan,
Associate Professor & Head, Government Arts College, Tiruvannamalai.
Abstract
This study on the effectiveness of training of employees two basic Human Resource related
aspect of Training and Development. The effectiveness of training depends upon its serving
a need shaded by a large number of employees in the enterprise, on the way it is imparted,
and on a variety of administrative practices within the organization. There are number of
institutions in India competently conducting management education and training. The
enterprise can assuredly depend on these institutions for several of their training needs. The
enterprise can assuredly depend on these institutions for several of their training needs.
There are three factors that contribute with equal importance to the effectiveness of training
the management, the trainer and the trainee. In fact, the importance of evaluation of training
effectiveness requires its inclusions as part of the training programs and not something to be
thought of at the end of training. Hence, plans of evaluation of training and development
programs conducted by HUL have becomes an essential one for the following.
a) To determine the training programs is accomplishing its assigned objectives.
b) To identify the strength and weakness of training activities.
c) To improve information about the introduction of new ideas and changes for
increasing the training effectiveness
d) To and the learning process of the trainee.
Through this research work carried out with the employees of HUL taking a small sample
Management, trainer and Trainee with the thrust area of the level of satisfaction of the
employees about their performance after training. Thus, by and large the training and
developing programs conducted by HUL to its employees are effective.
Introduction
Human resource development has in recent years become the focus of attention of planners,
policy makers and administrators. Human resource development may be defined as the
process of increasing the knowledge, skills and capacities of people. It is important not only
for an enterprise but for a nations to develop its human resources. A country can develop
only when its human resources are developed through health, nutrition, education, Training
and Research. At the enterprise level, employee and executive development are main areas
of human resource development. Therefore, Training of employee is a periscope to see the
future. It is intended to identify the future starts and helps the organization to develop them
further and steer them to where they belong so a proper training programme is needed. Any
training programme must contain inputs which enable the participants to gain skills, learn
theoretical concepts and help acquire vision to look into the distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes, stress
upon decision-making, problem-solving abilities and employability skill etc., Training today
has become an integral part of any company‘s operations. The need of the hour has rightly
forced all enterprise to make this happen. So, that an adequate supply of personnel becomes
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available for survival, progress and growth. Training, in fact, is the corner stone of effective
management because it makes employees more effective and productive. It is widely
accepted problem-solving device. Training results is less wastage of resource because
trained employees make on better and economical utilization of a available resources. Due to
technology changes, there is an ever increasingly shortage of adequate educated and trained
man power. Hence, companies must organize a total training system to utilize possible
sources of man power.
Review of Literature
Literature survey plays important role in every research. In this way, this study also reveals
the following reviews which were taken from various research. With the dawn of
civilization and as back as the beginning of the stone age, as men invented tools, weapons,
necessities of life like clothing and shelter and language, these came in its wake the need for
training.
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Research Methodology
Definition of Population and Sampling Frame Work
Hindustan Unilever Limited (HUL) is India‘s largest Fast Moving Consumer Goods(FMCG)
company. It is present in Home and Personal Care and Foods & Beverages categories. The
HUL and Group companies have about 16000 employees including 1500 managers. For
managing operations, HUL divides the country into four regions, with regional branchers in
Delhi, Kolkata, Chennai and Mumbai. Puducherry units are come under Chennai regions in
which more than 400 employees are working.
Sources of data
The study is used with primary data and secondary data. The primary data were collected by
using a structured questionnaire method. A questionnaire containing twenty questions(with 5
points likert‘s scale) was framed with utmost care to fulfill the objectives of the study.
Secondary data were collected from books, journals, magazines and relevant web sites etc.,
Sample size
The questionnaire was administered to 92 employees working in the level of managers,
Trainers, and Trainees in Puducherry units. Hence, the sample size is nearing 100 which
accounts for 25% of population.
Sampling method
The study was made to know about the difference of opinion among the trainee, trainer and
management from the various units of organizations. Hence, convenience sampling method
was adopted to select the samples and to cover the cross sections of all units.
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Data analysis
Statistically to arrive at meaningful conclusion, data were analyzed by using the following
statistical tools. For quantitative aspects, analysis of variance (ANOVA) one way
classifications were used (by help of software statistical packages (SPS)) and for the
qualitative aspect the simple percentage was adopted.
Present Status
Hindustan Unilever Limited (HUL) is India‘s largest Fast Moving Consumer Goods
company, touching the lives of two out of three Indians with over 20 distinct categories in
Home & Personal Care Products and Foods & Beverages. They endow the company with a
scale of combined volumes of about 4 million tones and sales of Rs.10000 crores.
HUL is also one of the country‘s largest exporters; it has been recognized as a Golden Super
Star Trading House by the Government of India.The mission that inspires HUL‘s over
15,000 employees, including over 1,300 managers, is to ―add vitality to life‖. HUL meets
everyday needs for nutrition, hygiene, and personal care with brands that help people feel
good, look good and get more out of life. It is a mission HUL shares with its parent
company, Unilever, which holds 51.55% of the equity. The rest of the shareholding is
distributed among 3,80,000 individual shareholders and financial institutions.
The above table reveals that in Management, 61 Percent of them have strongly agreed
(SA).Then in the trainer category 63 percent of them also strongly agreed (SA). Finally in
the trainee level 56.62 percent of them strongly agreed (SA). The majority feeling of the
different groups is that their acquired knowledge in the subject through training is effective.
To test whether, Trainer, Trainee and Management do not differ in their view that Training
help people to acquire knowledge in the subject F test was conducted
& the table depicts the same.
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ANOVA
The results shows that the calculated value F(0.556866) is less then the table value F
Crit (3.88529) at 5% level of significance suggests, that the three groups do not differ in
their View that Training helps people to acquire knowledge in the subject. It presents the
response to the statement, training improves performance in the work Situation,
The above table that in management 33.33 percent of them have responded as Neutral (N).
Then in the trainer 33.33 percent of them have opted Agree (A) and finally in the trainee
level 42.55 percent have responded as strongly agree (SA). So there is lot difference between
the different levels regarding training improves self development. From the ‗F‘ test
conducted to test whether the views of the trainer, trainee and management significantly or
otherwise not differ regarding the Training improves Self development, it was found that
from the Table is given below:
Findings
The majority of them felt that strongly agreed to the belief that the knowledge acquired in
the subject through training was effective. The difference in the perception of three groups
were tested with the help of a simple tool analysis of variance (ANOVA) and the results
were significant.When an analysis was made on the employees about the performance in the
work situation in training revealed that most of them Agree (A) than strongly Agree (SA). A
simple tool analysis of variance (ANOVA) was used to test and the result suggests that there
was no difference in the perception that training improves performance in the work situation.
To find out the effectiveness of training tools in training revealed that 46.74 percent was
neutral then strongly agree. The majority of them felt that neutral justify that training tools
helps in effectiveness of training programme. The differences in the perception of the three
groups with the help of a simple tool of analysis of variance (ANOVA), the result showed
that there was no difference in the perception that training tools helps in effectiveness of
training programme. The study was made whether training faculties update their concepts
revealed that 39.13 percent of them agree to it and that the results of ANOVA test reveals
that the faculties update their concepts in training.
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Suggestions
The trainee can be given training more in job related technical skills.
A trainer needs to distinguish between what can be done in the class-room at work
(through internal company training programmes) and what can be done in class room
away from work (external training programmes).
For a most effective training, a three-tier concept should be introduced (middle,
senior and top). It offers the advantage of training for large number of people from
various levels in the same organization and shared concern among them.
Training cannot be a substitute for effectiveness. In generates necessary pre
condition fir it. Hence organizations should make extra attempts to see how training
has been utilized.
Conclusion
The trained manpower is the most valuable asset. The attempts to arrange for its
improvement and growth should have the same significance for organizations as capital
requirements and manufacturing facilities. As training and development programmes are
important aspects of HRD, HUL have undertaken various training programmes for the
employees and other and also it sends its employees to attend training programmes within
and outside the company in various places of India. What so ever may be the training
programmes, unless its effectiveness is evaluated a correctional measures are adopted, the
training programmes will have less of utility. At this juncture, this piece of Research work
carried out with the employees of HUL taking a small sample Management, trainer and
Trainee with the thrust area of the level of satisfaction of the employees about their
performance after training. Thus, by and large the training and developing programmes
conducted by HUL to its employees are effective.
References
Bell, B.S., Lee, S. & Yeung, S.K. (2006). The impact of e-hr on professional
competence in HRM: Implications for the development of HR professionals. Human
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Jack J. Phillips. (1996). Accountability in human resource management, Houston:
Gulf Publishing. 342 pp
Lepak, D. P., & Snell, S. A. (1998) ―Virtual HR: Strategic human resource
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Mosahkani, M. &Manian, A. &Hoseingolipour, T. &Mirbaha, O.(2011) ―Proposing e
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MousaviDavoudi, S.M &Fartash, K(2012) ―Electronic Human Resource
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Karunesha kumar k
Assistant professor , Department of commerce ,Government First Grade college ,K R Nagar
tq ,Mysore, Karnataka, India
Yasmin S ,
Government First Grade College. K R Nagar tq, Mysore district ,Karnataka, India
Abstract
Teacher‘s job is most respectable job at worldwide. It is important that institutions should
follow systematic Recruitment and Selection process while appointing a teacher. This study
focus on different strategies used at the time of recruitment and selection process. In
Karnataka different institutions are following different methods to appointment a teacher.
This paper emphasis the best method of recruitment and selection process . The information
collected through oral interview of concerned authorities and dignitaries who are decision
makers for recruitment and selection. Finally the outcome of study reveals the standards
method of recruitment and selection process.
Key Words: Teachers, Recruitment and Selection
Introduction
A good teacher is a nation builder. A teacher contributes responsible citizens for a country. It
is very much essential to identify such a good teacher through different methods of
recruitment and selection process. It plays a vital role for appointing eminent teachers. In
Karnataka we have three types of educational institutions at graduate level (degree level).
They are government first grade colleges, union grant commission aided colleges, private
college. Recruitment and selection process is followed separately in each type of educational
institutions.
Recruitment and Selection-meaning
Recruitment and selection constitute staffing function of management. Recruitment is
process of searching for prospective employees and stimulating them to apply for job in the
organization. Selection is next to recruitment. It is the process of choosing the most suitable
candidates (properly qualified and competent) out of many interested candidates.
Definition of Recruitment and Selection
According to Edwin flippo can be defined as ―Recruitment is process of finding and hiring
the best qualified candidate (from within or outside of an organization) for a job opening, in
a timely and cost effective manner‖.
According to business dictionary can be define as ―Selection is a process of interviewing and
evaluating candidates for a specific job and selecting an individual for employment based on
certain criteria‖.
Review of literature
Aysha Yaseen, This research examines the recruitment and selection practices followed in
Higher Education Institutions (HEIs). Today education is the corner stone of societal reforms
in Pakistan and effective teachers are the backbone of educational reforms. HEIs need
significant developmental measures and this paper will provide recommendations to improve
the recruitment and selection process promoting the competent and talented teachers so that
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higher education sector can play its part in economic growth. The research methodology
applied is exploratory. This research based on primary as well as secondary data collected
from newly hired university lecturers, Managerial staff, internet and online journals and
research papers. Data analysis has been done with the help of SPSS adopt systematic system
but there is a room for improvement. At times this process is influenced by political factors.
This research will help in promoting active constructive researches on education sector as
well as the fair and corruption less recruitment and selection processes of HEIs.
Jodi Crotha (2005), the present study examines the academic recruitment and selection
processes of Australian universities using reports from department heads, job applicants, and
case studies. Also, there is a comparison between the practices of public and private sector
organizations, and the processes of recruitment and selection within universities. Results for
one university studied in depth revealed a variety of selection and recruitment strategies
employed by Heads of various Departments, while job applicants noted general satisfaction
with most strategies used by universities, but identified areas for improvement. In addition,
Australian universities most exemplary in their recruitment and selection meet some, but not
all, of the Karpin report recommendations on best practice. Shortcomings especially emerge
in the key areas of a lack of systematic training of persons invoked in selection, and little
evidence that selection criteria and interview questions are based on an accurate job analysis.
Some recommendations for achieving best practice are offered for universities.
Hiew Hon Hoi.(2013), the purpose of effectiveness of recruitment and selection practices
and process of services organizations .the need to attract and select a highly capabilities and
skill workforce in a tight and competitive market made the necessary adoption of best
practices in recruitment and selection by serviced based organization. The research mainly
concentrate on Kelly Services AND GDEX ,.the effectiveness of recruitment and selection
practices of both companies , way to improve the practices .based on investigation on best
practices in recruitment and selection, three research questions were answered. Firstly, the
adoption of best practices in both organizations is studied. Secondly, the effectiveness of
recruitment and selection methods given attention. Finally a comparison is made between the
recruitment and selection practices of Kelly services and GDEX to determine which
organization implement better techniques.
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H1 -There is no different strategies of recruitment and selection process for college teacher
in Mysore district.
Research Methodology
This study conducted by oral interview methods. The study depends on both primary and
secondary data. These study dependents on both primary and secondary data. This study is
conducted based on the different strategies of Recruitment and Selection process .
Summary of Findings
Government First Grade colleges are followings systematic methods for Recruitment and
Selection
Very length process for Government college recruitment for instance JAN 2015
notification ,appointment order issued in AUG 2017 it means the entire process took 2
years 7 months to select the best candidates
For Aided college recruitment time consumption is more to take approval from joint
directory department of collegiate education government of the Karnataka.
For Private College recruitment and selection process will be smooth and easy because
management has freedom to select the faculty, but comparatively job securities is less in
private institutions than government colleges and aided institution. In the mean while
opportunity is more for successful teacher.
Based on this study, there is a different strategies of recruitment and selection process for
college teacher in Mysore district.
Conclusion
Recruitment and Selections vast area of HRM. This study exhibit the different methods
used to recruit and select the degree college faculties at government first grade colleges,
aided colleges, private colleges. Study comes out with the result that, recruitment and
selection process in government first grade colleges is systematic and transparent. But tenure
of the process is too lengthy. Private colleges the freedom of decision making power at
recruitment and selection process and also duration of recruitment and selection process is as
early as possible as per requirement. Study can be concluded by saying that there are
different strategies of recruitment and selection process for college teacher in Mysore
district.
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Reference
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Plumbley (19990)HRM in practice.prentice Hall ,upper saddle river
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heritage.org.uk
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Arends, R. I. (1994). Learning to Teach. New York: McGraw.
Aktin, J. (2004). Changing Educational Management. Washington, D.C: Amacom.
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American school. Washington D.C: The Falmer.
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Bass, B. (1986). Leadership and performance. England: Free Press.
Bennis, W., &Nanus, B. (1985). Leaders: The strategies for taking change. New York:
Harper Collins
Berlnthol, P. (2000). Recruitment and selection of principals. North Carolina: Fibre
Bjork, L.G., & Ginberg, N. (1995). Principles of reform and reforming principal training.
Journal of Theoretical Perspective and Educational Administration Quarterly, 31. (1), 11-
37.
Boe, L.A. (2001). School leadership competencies, a provisional case study. Journal of
Educational Administration, 39. (3), 233-245.
Bossert, S. (1982).The instructional and management role of the principal. Journal of
Education Administration quarterly, 18. (3), 34-64.
Brooking, K., Collins, G., Court, M., O‘Neill, J. (2003). Getting below the surface of the
principal recruitment ‗crisis‘ in New Zealand and primary schools, Australian Journal of
Education, 47(2), 146-158.
Burns, J. (1998). Redefining the roles responsibilities and authority of school principals.
New York: Amacom.
Caldwell, B. (1997). Preconditions for Lasting School Reform.Paper presented at the
ACEA National Conference - Beyond the Boundaries, July, Canberra, Australia.
Chapman, B.(1999 ). 'Recruitment, retention and development of school principals.
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Clark, D. (1998). Recruitment, selection and appointment of Archdiocesan school.
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.2, October 2018
Vineetha.K.S,
Research Scholar in Commerce
N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur
Introduction
Effective employee retention is a systematic effort by employer to create and foster an
environment that encourages current employees to remain employed by having policies and
practices in place that address their diverse need. A strong retention strategy becomes a
power full recruitment tool. Retention of key employees is critical to the long-term health
and success of any organization. It is known fact that retaining your best employees ensure
customer satisfaction, satisfied colleagues and reporting staff, effective succession planning
and deeply imbedded organizational knowledge and learning Intelligent employer always
realize the importance of retaining the best talent. Employee retention takes into account the
various measures taken so that an individual stays in an organization for the maximum
period. Employee retention techniques go a long way in motivating the employees for them
to enjoy their work and avoid changing jobs frequently. Retention strategies are important
because they help to create a positive work environment and strengthen an employee
commitment to the organization strategies that target employee such as team builders and
community involvement increase morale. Retaining a positive and motivated staff is vital to
an organization success. High employee turnover increase expense and has a negative effect
on banks morale. Implementing an employee retention programme is an effective way of
making sure key workers remain employed while maintaining job performance and
productivity. Retain programmes focuses on the relationship between management and their
workers. Competitive pay benefits, employee recognition and employee assistance
programmes are all apart of banks attempt to maintain employee satisfaction employee
retention strategies help support an organization productively. Effective retention strategies
often begin during the employee recruitment process.
Literature review
Munish and Rachana Agerwal (2017) states that the various studies on employee retention
postulated some aspects, it mainly includes level of training and development facilities,
culture of organization, leadership quality, feedbacks, compensation structure determines the
area of tough competition, it is on the card for the HR professionals to apply a mix and
match of employee retention & engagement strategies to engage and retain talented
workforce for longer period of time. For the future concern an additional theory/practical
approach has to be required to analyze and determines the various employee retain and
engagements strategies. With the integration of key employee engagement and retention
along with the physical state wellbeing my facilitate a very useful tool for achieving and
improving organization success. The existing studies show the different aspects of employee
engagement and retention. After analyzing various research papers of engaged and retained
employee came out that an engaged employee is one who is motivated, highly dedicated,
ambitious, strive to for an extra edge and always lead by the examples to others and align his
goals towards organizational goals. The studies concerned with employee engagement revels
that factors like level of employee engagement in highly correlated the nature of job,
communication ease, leadership styles and trust level and job autonomy, level of motivation,
work involvement level of in decision making, support from organization, performance
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appraisal, quality of work life, opportunity to grow are the strongest drivers of employee
engagement and retention.
Bomboma Kalgora (2016) Recognize the need for organization to retain their talents is
crucial for their ability to remain in business depends on it. Although t the study is attempted
to bring forth all the factors related to employee retention, this complex area of human
resource needs further investigation. Some factors such as organization culture, training and
development, autonomy are less explored than supervision and leadership for instance. The
work force of an organization can be classified into three categories; directors, managers and
employees. Employees have been important resource to any organization. Based on their
critical character, they can be termed the lifeblood of an organization. Employees are the
most valuable assets of an organization. Their significance to organization call for not only
the need to attract the best talent but also the necessity to retain them for a long term. In this
study reveals development opportunities, work life balances, compensation, organizational
culture etc. are the main strategies are adopted for the organization to retain their employees.
Munish and Rachana Agerwal (2015) in the study revealed that current cut through
competition, the organization should aim to develop, implement and manage good and
effective employee retention strategies, which can enhance their loyalty and engagement for
longer periods. Level of employee involvement, commitment and dedications are the
indicators of retention. Organizational culture having smooth working hours, competitive
compensation structure, good working condition, job autonomy, job enlargement, delegation
and empowerment. If employees leave, the organization in a bad way so it is must to have
employee retention for best business achievements. Effective performance appraisal
practices influence retention in big way because it will enhance their career opportunities,
training and development opportunities. Mostly respondents states that skill enhancement,
knowledge updating in the jobs has a great impact on employee retention. Work life balances
of employees and reward and recognition are also have greater impact on employee
retention. Organizational culture, Compensation structure, development opportunities and
management support had played a vital role in employee retention.
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within can take years to replace. The problem of turnover can be addressed through a verity
of proactive retention strategies; work place policies and practices which increases employee
commitment and loyalty knowledge transfer initiatives on other hand ensure that the
knowledge and expectation of company‘s employees its corporate memory are
systematically and effectively shared among employees. They can have set the negative
impact of turnover but can also work proactively to reduce turnover by providing learning
skill development to employees factors known as to reduce turnover. Retention of talent
remains a primary concern for much organization. Employee retention encompasses talent
management which is the use of an integrated set of activities to ensure that the
organization attracts, retain, motivates and develops talented people it needs now and in the
future. The main purpose of retention is to prevent the loss of competent employees from the
organization, which could have an adverse effect on productivity and service delivery.
Hypothesis
There is no significant difference between working environment and job satisfaction
level of employees.
There is no significant difference between Welfare measures and job satisfaction
level of employees.
Research methodology
For the purpose of the study, primary data was collected through Questionnaire. The
secondary data will be collected from magazines, journals and other thesis related to the area
of the study. For the purpose of the study, stratified sampling techniques were applied.
Sample size selected for the study was 200. Out of the 200 Employees, 100 Employees from
public sector banks and remaining 100 from private sector banks.
Analysis of data
Null Hypothesis: There is a no significant difference between working environment and job
satisfaction level of employees.
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The above table shows that the job satisfaction level assessed with working environment
factors such as Working environment is comfortable, Employees are treated as due respect,
Good works done is appreciated, Fair treatment of employees, Better coordination among
employees and Adequate parking facility provided. From the analysis among there is no
significant difference between Working environment is comfortable, Employees are treated
as due respect, Good works done is appreciated, Fair treatment of employees, Better
coordination among employees about the job satisfaction level of the study unit. However,
there is significant difference between adequate parking facility provided and job satisfaction
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The above table shows that the job satisfaction level assessed with welfare measures such as
Insurance scheme, Retirement benefits, Washroom facility, Rest room facility, HRA and
Medical aid. From the analysis among there is no significant difference between Insurance
scheme, Retirement benefits, Washroom facility, Rest room facility, HRA and Medical aid
about the job satisfaction level of the study unit.
Major findings
The study inferred that most of the employees in public and private sector are
satisfied with relationship between insurance schemes provided to the employees and
job satisfaction level.
The study inferred that most of the employees in public and private sector are
satisfied with relationship between washroom facilities provided to the employees
and job satisfaction level.
The study inferred that of the employees in public and private sector are satisfied
with relationship between washroom facilities provided by the banks and job
satisfaction level.
The study inferred that most of the employees in public and private sector are
satisfied with relationship between rest rooms provide by the banks and job
satisfaction level.
The study inferred that most of the employees in public and private sector are
satisfied with relationship between HRA provided to the employees and job
satisfaction level.
The study inferred that most of the employees in public and private sector are
satisfied with relationship between medical facilities provide to the employees and
job satisfaction level.
Job satisfaction level assessed with welfare measures, from the analysis among there
is no significant difference between Insurance scheme, Retirement benefits,
Washroom facility, Rest room facility, HRA and Medical aid about the job
satisfaction level of the study unit.
Suggestions
Provide better salary packages to the private bank employees. Therefore, this will
create external equity and reduce turnover intention among the employees in the
private sector banks.
In private sector bank employees are face heavy workload and fear in job security
.So that most of the employees are leave with the organisation at time .This will
create high amount of turnover .So that banks would reduce the workload and
create an image about the job security.
Banks should also promote the higher education, training and development
programs for their employees. Training and development programs are one of the
best ways of retaining the employees .Employees performance is enhanced
through training and development and this encourage retention.
Banks should ensure suitable working environment prevailing in inside the
organisation this will create an intention among t the employees to stay with
bank.
Bank should provide suitable welfare measures for their employees. This will
retain the employees.
Conclusion
To conclude the result of the study that majority of the public sector employees are satisfied
in the case of job security promotional opportunities, working environment, job rotation than
private sector bank employees Majority of the private sector bank employees are satisfied
with the welfare measures, career development opportunities, Location Transfer
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References
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Dolly Dolai (2011) studied ―Measuring Work Life Balance among the Employees of
Insurance Industry in India‖.
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A. Suresh
Department of Business Administration, Annamalai University, Tamilnadu, India.
M. Arul
Department of Business Administration, Annamalai University, Tamilnadu, India.
Abstract
Nowadays leadership quality is a major concept in today‘s world, most of the peoples are
concentrating on how to develop their quality of leadership because the secret of successful
women is the best effect in leadership. Leadership quality increases the women employment.
So, this automatically helps to increase the business outcomes. This study is an attempt is
understanding and measuring what are the challenges and difficulties faced by women in
society. The reason is now all are in the competitive world need to update our quality of
knowledge and leadership. The study is done on the basis of two factors; they are leadership
quality and women empowerment. The data is collected from the structured questionnaire.
The sample size is 110 and also it is a simple random sampling. The respondents are the
women employees from various banks in Chidambaram. In this study T-test, ANOVA and
Correlation are used for analysis. The result of this study is Majority of women employee
found that leadership quality is beneficial, leadership quality positively influencing women
empowerment.
Keywords: Leadership quality, Women empowerment.
Introduction
Leadership quality can be described as the ability of an individual to influence, motivate, and
enable others to contribute toward the effectiveness and success of an organization or group
of which they are members. A person who can bring about change, therefore, is one who has
this ability to be a leader.
Self-awareness: Knowledge of your own values, passions, skills, strengths and
weaknesses, an ability to admit and learn from mistakes and to seek information to fill
knowledge gaps.
Integrity: A strong sense of "what is right" and a demonstration of ethical practices that
sets the tone for others. A commitment to teaching by example.
Courage: The strength to act in accordance with your own values and the greater good
despite pressures pushing you in other directions. The ability to put the cause before the
desire to be popular.
Confidence: A belief in your ability to meet most challenges that come your way.
Vision: A strong sense of where you are going as a person and where you think society,
your community and your organization should be going – and how it might get there.
Enthusiasm: A lively interest in the people, issues and events around you, a feeling of
excitement about the possibilities, and the energy to guide them towards fruition.
Innovation: The ability to "think outside the box;‖ take risks and develop new and
effective solutions to old and emerging problems.
Wisdom: Intelligence coupled with insight and empathy, as opposed to raw intelligence.
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Women empowerment
The word empowerment is defined as the process by which women take control and
ownership of their choices. Empowerment is a process of awareness and capacity building
leading to greater participation, to greater decision making power and control and
transformative action. Empowerment of women signifies harnessing women power by
conscientising their tremendous potential and encouraging them to work towards attaining a
dignified and satisfying way of life through confidence and competence as person with self-
respect, rights and responsibilities. The core elements of empowerment have been defined as
agency (the ability to define one‟s goals and act upon them), awareness of gendered power
structures, self-esteem, and self-confidence. Empowerment as a concept was introduced at
the International Women's Conference at Nairobi in 1985. The conference defined
empowerment as "A redistribution of social power and control of resources in favour of
women. It is ―the process of challenging existing power relations and of gaining greater
control over the sources of power‖. Empowerment is a multi-faceted process which
encompasses many aspects i.e. enhancing awareness, increasing access to resources of
economic, social and political etc."In recent years women empowerment has become a
subject of great concern for the nations all over the world especially in poor and developing
countries. The impact of globalization is seen eventually on position of women in some form
or other in most of the developing countries with the variation of degree. The United Nations
has also strived hard in an incredible way to draw the due attention of the World Community
on this issue in the past years. Women Empowerment refers to an increase in the strength of
women such as spiritual, political, social or economic. The most common explanation of
―Women‟s Empowerment‖ is the ability to excise full control over one‟s actions. Thus,
women empowerment occurs in real sense when women achieve increased control and
participation in decision making that leads to their better access to resources it often involves
the empowered developing confidence in their own capacities.
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.2, October 2018
Review of Literature
Bass and Riggio(2006) that leadership has four elements including idealized influence
inspirational motivation ,intellectual stimulation and individualized consideration
managerial ability is another ability of transformational leadership which is also essential for
the leader.
Barkat (2008) while discussing the present status of women in Bangladesh opined that
although women as mothers are held in high respect at the individual level, there was an
unclear understanding of empowerment of women as a process of awareness and capacity
building leading to greater participation in decision making and control over her own life.
Individualism, Hofsted e(2008) define as‖ the degree to which people in a courtry prefer to
act as individuals rather than as members of groups‖. The leadership requires that the leader
and the employees work together much more closely as a team. Verma (2009) has tried to
conceptualise the concepts, needs and context of whole issue of empowerment and has
reviewed the various approaches of empowerment of women. He has defined empowerment
as a process of gaining or accessing control over self and the resources as well as the
ideology which determine power relationships. The process of empowerment tries to change
the existing balance of power in a given context. Analysing the earlier literature he argued
that empowerment is a process of capacity building and skill development. According to
author, empowerment may help the women to participate more effectively at different socio-
political forum. Thapa Arjun Kumar and Gurung Leena (2010) ―An Assessment of Factors
Influencing Empowerment Level of Females: A Case Study of Pokhara,‖ Economic Journal
of Development Issues Vol. 11 Issue 1. The paper attempted to analyze the association
between social, economic and demographic factors on the female empowerment level. The
study underpins the importance of economic interventions to empower and uplift all round
condition of women. G. Sudarsana Reddy (2010) says that the SHG-bank linkage
programme plays an important role in women empowerment. The study undertaken was
based on various indicators like women household decision making power, financial
autonomy, freedom of movement, political participation acceptance to unequal gender role,
exposure to media, access to education and experience to members. K. Kanniammal, U.
Jerinabi, and A. Arthi (2011), says that micro finance is a path towards empowering the most
marginalized among the poor to study results proved that the intervention of micro finance
through SHG-Bank Linkage Programme has positive impact on the economic and social
status of the members, in terms of increase in income, savings, employment generation, asset
creation, decrease in the dependency on money lenders, improvement in decision making
skills, participation in community affairs and the empowerment of women. Micro finance
activities have helped poor to come out of poverty and achieve social reorganization and
empowerment.
Research Design
The research design for this study is descriptive in nature and quantitative research
methodologies are used. A structured questionnaire was used for quantitative research. A
structured questionnaire was designed and was pre-tested before using as a final instrument
for collecting the data.
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Reliability
The internal consistency reliability method was used in this study to determine the reliability
of the scale questions by determining the co-efficient alpha. Cronbach‗s co-efficient alpha is
a measure of the internal consistency of a measurement.
Over all reliability of the study is .794
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Table output
N Mean Std. Deviation F P
1.00 37 2.8696 .919
2.00 52 3.5486 .967
3.00 21 4.0000 1.210 56.49 0.001**
Total 110 3.2219 1.302
Interpretation
From the above table it is inferred that the calculated significant value (0.001) which is less
than (0.01), hence alternative hypothesis (H1) is accepted and the null hypothesis (H0) is
rejected at 1% level. Hence there is significant difference between age of the women
employees and leadership quality.
Correlation analysis
Table : Correlations
Leadership quality Pearson Correlation Women empowerment
Leadership quality Pearson Correlation .672
N 110
Sig. .001**
Source: Primary data.
Interpretation
H0: There is no significant relationship between leadership quality and among women
empowerment.
In order to test the relationship, Pearson correlation was applied. From the result it is
observedthat there is positive correlation between independent variable and women
empowerment. The leadership quality r value (r=0.702), from the p value in the correlation
matrix, it is observed that the level of independent variables relationship was significant at
0.01 level. Hence the hypothesis is rejected. So it is concluded that there is significant strong
relationship between leadership quality and women empowerment.
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Conclusion
The study results show that there is a strong optimistic relationship among leadership quality
and women empowerment. It is evident from the above results that women employees who
in the organization are more confident to handle higher responsibilities and new technologies
in the banks. Leadership quality relieved their hesitation towards the superior, they know
the clear career path in the their personnel and career, and majority of women employees
find leadership positively and significantly impacting women empowerment .
References
Bass, B. M.,&Riggio .,R.E.,(2006). Transformational leadership (2ed.). Mahwah,N);
Lawerance Erlabau Associates Inc.,
Hofstede, G. (1997) Cultures and Organizations: Software of the Mind, London:
McGraw-Hill.
Thapa Arjun Kumar and Gurung Leena (2010) ―An Assessment of Factors Influencing
Empowerment Level of Females: A Case Study of Pokhara,‖ Economic Journal of
Development Issues Vol. 11 Issue 1
Kanniammal, K.; U. Jerinabi; and A. Arthi, (2011). ―Impact of Micro Finance through
SHG-Bank Linkage Programme On Women of Rural Priority Communities In
Coimbatore District‖, International Journal of Micro Finance, Puducherry, Vol-1, No.1.
pp. 34 – 42.
Nandini R, Prof. Sudha N a study on women empowerment through self help groups –
with special reference to ramanagar district, Karnataka
Purusottam Nayak and Bidisha Mahanta 12 November 2017. women empowerment in
india
Pallavi Mehta and Khushboo Sharma (April - June, 2014 ) Leadership: Determinant of
Women Empowerment
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G.Latha,
Assistant Professor, Department of Business Administration
Abstract
Entrepreneurs are the backbone in the economic development and employment of any
country. Every country organizes many assistance and training programs to develop their
skills and potential. But entrepreneurs face several barriers and problems. Stress is one of the
major problems faced by them. In this paper an attempt has been made to analyze stress of
entrepreneurs based on gender. Self imposed deadlines and quotas, feeling hurried and
pressurized without time, feeling themselves as competitive, ambitious and achievement
oriented are the potential sources of stress. Proper planning skills, time management skills
are essential for entrepreneurs.
Key Words: Entrepreneur, Stress, Gender difference in stress
Introduction
Businesses play an important role in the economic development of any country.
Entrepreneurs are the backbones of small businesses. An individual has to run his own
business, when he wants to be his own boss. That is, he must turn out to be an entrepreneur
and become a job provider and not a job seeker. The dictionary meaning of entrepreneur is a
person who organizes and manages a business undertaking, assuming the risk for the sake of
profit. A.H. Cole defines entrepreneurship as ―the purposeful activity of an individual or a
group of associated individuals, undertaken to initiate, maintain or aggrandize profit by
production or distribution of economic goods and services‖. According to Evans,
―entrepreneurs are persons who initiate, organize, manage and control the affairs of business
unit that combines the factors of production to supply of goods and services whether the
business pertains to agriculture, industry, trade or profession‖. Entrepreneurs need several
characteristics to be successful in their career. Similarly they face several barriers and
problems too. They must start their work during sunrise and continue to work long time
after sunset also, because of which they face several problems. They mostly look after all
their business activities as they rarely have people to whom they can delegate the tasks. In
order to solve these problems, tackle the situations and overcome the barriers, entrepreneurs
need a personality. Vries identifies six main elements of entrepreneurial personality as
environmental turbulence, struggles around issues of authority with one‘s parents, a feeling
of rejection, painful feelings of anger, hostility and guilt, identity confusion (identification
with the person causing the hurt), adopting the reactive mode of painful feelings (guilt,
rebellion, impulsiveness). This clearly shows that entrepreneurs have painful feelings in their
career, which is an indication of stress. The entrepreneurial stress must be managed because
long term exposure to such stress will lead to negative consequences affecting both the
individual and their business. So, in this paper an attempt is made to analyze stress of
entrepreneurs.
Objectives
The main objective of this paper is to identify the stress experienced by entrepreneurs. An
attempt is also made to assess the sources of stress for them. Entrepreneurial stress is also
assessed based on gender.
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Methodology
The data were collected from entrepreneurs who attended a two weeks Entrepreneurship
Development Program. The program was to train the participants with the various concepts
on finance, accounting, marketing, customer relationships, savings and investments, business
expansion, problem solving and decision making needed for the successful conduct of the
business. The total number of participants in the particular batch was 115. A questionnaire
to measure the stress was given to all participants, out of which 104 questionnaires were
complete and usable.
Table 2 shows that entrepreneurs feel stressed by setting self imposed deadlines and quotas,
followed by feeling hurried and pressurized without time, seeing themselves as competitive,
ambitious and achievement oriented, seeing everyday life as filled with problems. The
respondents also feel stressed due to interruption in goals, work interference with family,
doing more than an average worker etc.
It can be inferred from table 3 that female entrepreneurs have higher mean stress score (36.8)
than the male respondents (29.6). The p value is less than 0.05, so the null hypothesis is
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rejected. Therefore there is significant difference in the level of stress experienced by male
and female entrepreneurs. Similar are the findings of the study in which female IT personnel
reported significantly higher scores than males on stress pertaining to role ambiguity, job
satisfaction, job induced tension and intention to quit (Vivien and Thompson (1996).
Suggestion
Special Package exclusively for women entrepreneurs may be developed after studying their
stressors experimentally in different dimensions and imparting training based on that might
help them to reduce their stress and manage their business in a successful way.
Conclusion
In the modern world, stress is unavoidable and every individual is subject to stress.
Entrepreneurs doing business on their own also experience stress. The sources of stress for
an entrepreneur are many. The entrepreneurs must possess proper planning, time
management skills, vision to manage stress and identify ways to relax and manage stress.
Training programs can be planned to develop stress coping skills. Such training programs
will benefit the entrepreneurs and help them to have a stress free personal and business life.
References
Anjana Chatterjee, Entrepreneurial Development Programme and Self-Employment‖,
Yojana, 1992, Vol. 34 (14).
Deivasenapathy. P, ―Characteristics of Entrepreneurs as perceived by Trainers‖,
Indian Journal of Applied Psychology, 1988, Vol. 25, (54-63).
Gupta C.B., Srinivasan N.P, Entrepreneurial Development, New Delhi, Sultan Chand
& Sons, 1999. 1.42 -1.43, 1.17, 1.25-1.26.
Gurumoorthy T.R, ―Entrepreneurship and small scale Industry‖, The Economic
Times, 1990, (3).
Manickavel. S, ―Need for entrepreneurs in villages‖, Social Welfare, 1997 Vol. 44
(13).
Narendra. S, Bisht, Pamila K. Sharma, Entrepreneurship Expectations and
experience, Bombay, Himalaya Publishing House, 1991. (54).
Raja Ram. K, Entrepreneurial development program for the beneficiaries of self-
employment scheme, Dharmapuri, District Industries Centre.
Saravanavel. P, Entrepreneurial Development: Principles, Policies and programmes,
Madras, Ess Pee Kay Publishing House, 1987. (49).
Sureka. B, ―Women Entrepreneurs: An emerging Economic force‖, Southern
Economist, 1989, (11).
Vivian K.G., Lim and Thompson S.H. Teo, ―Gender differences in occupational
stress and coping strategies among IT personnel‖, Women in Management Review,
1996, Vol. 11 (20-28).
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P.Selvamani
Assistant Professor, Department of Social Work, Hindusthan College of Arts and Science, Coimbatore
Introduction
Employee engagement is one of the key contributors to an organization‘s growth. Empirical
evidence suggests that employee engagement has a direct impact on the quality of work and
customer service as well as retention of employees. Employee engagement can be defined as
an employee placing forth the extra discretionary effort, as well as the probability of the
employee being loyal and remaining with the organization over the long haul. Research
shows that engaged employees: achieve better, put in extra efforts to aid get the job done,
show a strong level of commitment to the organization, and are more driven and optimistic
about their work goals. Employers with engaged employees incline to experience low
employee turnover and more impressive business outcomes. Employee engagement is more
than just the current HR 'buzzword'; it is essential. For organizations to meet and surpass
organizational objectives, employees must be engaged. A positive attitude held by the
employee towards the Organisation and its values. An engaged employee works with
colleagues to improve performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.
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and this is where employee engagement can make a massive difference for any company.
When workers are engaged, they are expressively attached to the vision of the organisation.
They believe in what they do, the organisation‘s vision and the course the organization is
going. Engaged employees are committed and loyal to the organization. In this focus, the
researcher has identified the topic, ―A Study on Best and Effective Strategies for the
Employee Engagement Programme in the Manufacturing sectors at Coimbatore ―.
Objectives
To study the existing employee engagement programme in Manufacturing sectors at
Coimbatore
To analyse the factors influencing the formation of engagement programme in
Manufacturing sectors at Coimbatore
To find out the ways to improve engagement programme in Manufacturing sectors at
Coimbatore.
Research Methodology
The research design is a logical framework of a study. It is preliminary planning for
every research. The descriptive research design is considered more suitable for this study. It
is a fact-finding investigation with adequate interpretation. This research describes the best
and effective strategies for the Employee Engagement Programme. So Descriptive Research
Design is the suitable Research Design for this study. The researcher used the questionnaire
as a research tool for this study. The questionnaire was designed based on the objectives of
the study. The pretest was conducted among ten respondents to find out the validity of the
tool. Because of pretesting, the necessary changes were made, and the tool was finalized.
The researcher used the Simple Random Sampling method. The total sample size was 100.
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Persevere level at work, are not significant. As the result of association with years of
experience and other dependent variables that is Consideration of Employee‘s suggestions,
Opportunities to learn and grow is significant.
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Cab service shall be arranged by the organization for the employees who were coming
from the long distances. It may help the employees to reach the organization on time
without any mess.
Conclusion
Employee engagement is a workplace method designed to ensure that employees are
committed to their organization‘s goals and values, motivated to contribute to organizational
success, and are able at the same time to enhance their sense of well-being. Engaged
organizations have strong and authentic values, with clear evidence of trust and fairness
based on mutual respect, where two-way promises and commitments between employers and
staff are understood and are fulfilled. In this research described that, more than half of the
employees were happily involved in their work. They are always looking very active and
they very much committed to their work. It was achieved only by the effort of the
organization. Most importantly employers can do a great deal to impact on people‘s level of
engagement. That is what makes it so important, as a tool for business success. This study
may be useful to the organization to change their weakness as strength. The organization
may find the areas where they were lacking through this study and try to develop those areas.
The future study shall be conducted regarding the ways to improve engagement programme
for the employees.
References
Hakanen, J.J., Schaufeli, W.&Ahola, K., (2008). The Job Demands-Resources model: A
three- year cross-lagged study of burnout, depression, commitment, and work
engagement. Work & Stress. Vol 22. No 3. 224-241.
Hullin, C.L. (2002). Lessons from industrial and organizational psychology. In J. Brett
& F. Drasgow, The psychology of work: Theoretical based empirical research. Pp. 3 –
22).
Kahn, W.A. (1990) ‗Psychological conditions of personal engagement and
disengagement at work‘, Academy of Management Journal, Vol 33, pp692-724.
Saks, A.M. (2006) ‗Antecedents and consequences of employee engagement‘, Journal of
Managerial Psychology, Vol 21, No 6, pp 600-619.
Robinson, D., Perryman, S. and Hayday, S. (2004) The Drivers of Employee
Engagement. Brighton, Institute for Employment Studies.Rothmann S (2013),
‗Employee Engagement in a Cultural Context‘, in Employee Engagement in Theory
and Practice, Truss C, K. Alfes, Delbridge R, Shantz A, Soane EC (Eds.), London:
Routledge.
http://www.pwc.com/en_US/us/about-us/corporate-responsibility/assets/pwc-
employee-engagement.pdf
http://www.right.com/thought-leadership/research/employee-engagement-
maximizing-organizational-performance.pdf
http://www.siescoms.edu/images/pdf/research/working_papers/employee_engagem
ent.pdf
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K.Logasakthi
Assistant Professor-School of Management, VelTech Rangarajan Dr Sagunthala R&D Institute of Science and
Technology, Chennai.
K.Gunasekaran
Assistant Professor-School of Management, VelTech Rangarajan Dr Sagunthala R&D Institute of Science and
Technology, Chennai.
Abstract
Occupational Stressors are called factors which influence the employees to feel the feeling of
stress they are work environment, work culture and Peers and Colleagues. Moreover, in the
absence of stressors no work environment exists and moves towards achievement of
industrial goal. The objective of the study is to identify the level of influence of
Occupational Stressors among the employees of Magnesite Industry and diagnose the effect
of Occupational Stressors. Exploratory research design was used to formulate a problem for
more precise investigation and developed working hypothesis. The different aspects of the
problem were considered under the study to discover the new ideas and insights. The total
population of 1021 which consists three categories of employee such as
administrative/Executive supervisory/clerical and workmen Since it does not constitute a
homogeneous group, stratified sampling technique is applied and taken 403 samples to the
study purpose. A tool of Structural Equation Modeling (SEM) was applied to analyze the
multivariate data such as internal stressors, external stressors, physical effect, psychological
effect, behavioural effect and intellectual effect.
Keywords: Occupational Stressors, physical effect, psychological effect, behavioural effect,
Intellectual effect.
Introduction
Occupational stress is an inevitable but manageable one. In order to meet the
competitiveness and dynamic working environment most of the working people use to spend
maximum time in their workplace. However, changes in the technology, work culture and
organizational climate makes them to feel uncomfortable to meet the working requirements
.i.e. incapable to meet the working requirements, those feelings are referred as occupational
stress. Occupational stress can affect the workers‘ health when the stressors of the
workplace exceed the worker‘s ability to have some control over their situation or to cope in
other ways (2006, Public Employees Federation health and safety department). It also
explains the occupational stress in various dimensions, i.e. Normally workers are
overburdened with work load that remain high regardless of their efforts that work load is
called stressor. During this stage workers feel anxious and their heart rate speeds up because
they cannot control their work load that is called stress. An individual who puts physical or
mental effort with the intention of increasing his economical values in to the particular
things is known as occupational. It is known as job or work in the industrial context.
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Occupational stress refers to a feeling that when workers are ill-equipped to do a task which
is assigned by the superiors. It shows that when workers don‘t have the capability to fulfil
the industrial expectation that stress feeling exists. It is important to know that stress is not
always negative or bad. In fact the early research conducted on the topic stress by Selye
(1976) conceptualized the stress in to two categories namely good or positive stress
(eustress) and bad or negative stress (distress).
Reviews of Literature
Teri Gatto (2017) The aim of the study to reveal the Sleepless Nights how adding more
stress, it has highlighted that in today‘s fast-paced 24 hour news cycle society, a night of
restful sleep is getting harder and harder to achieve minimum amount of sleeplessness can
affect our mood, memory and judgment. Moreover, if the Insomnia persists it can lead to
harmful health conditions including heart problems obesity or high blood pressure. Bailham
& Joseph (2016) ―Post-traumatic stress following childbirth: a review of the emerging
literature and directions for research and practice‖ The aim of this paper is to provide a
review of the emerging literature on the relationship between the experience of difficult
childbirth and the development of post-traumatic stress disorder (PTSD). First, we discuss
the criteria for diagnosis of PTSD and the implications that changes in these criteria over the
past decade have had for women who experience a traumatic childbirth. Although the
literature is limited, it can be concluded that women who experience traumatic childbirth
may go on to develop clinically significant symptoms of PTSD in the postnatal period.
Second, we discuss the clinical presentation of PTSD in women who undergo childbirth.
Sexual avoidance and parenting problems may be features particular to women who
experience difficult and traumatic childbirth. Jungwee Park (2016) ―Work stress and job
performance‖ work stress is defined as the harmful physical and emotional responses that
occur when job requirements do not match the worker‘s capabilities, resources, and needs
(National Institute of Occupational Safety and Health 1999). It is recognized world-wide as a
major challenge to individual mental and physical health, and organizational health (ILO
1986). Stressed workers are also more likely to be unhealthy, poorly motivated, less
productive and less safe at work. And their organizations are less likely to succeed in a
competitive market. By some estimates work-related stress costs the national economy a
staggering amount in sick pay, lost productivity, and health care and litigation costs. Uma
Maheswari & Gnanasundaram (2016) ―Stress related oral diseases- a research study‖ Stress
is defined as a physical, mental or emotional response to events that causes bodily or mental
tension. Every organ in the human body is affected by various types of diseases like
infection caused by microbes, immunological, metabolic, endocrinal disturbances etc.
Etiopathogenesis of many diseases are discovered and managed at any early stage, still some
diseases are considered as idiopathic, hence diagnosis and treatment plan of such diseases
always becomes controversial. Stress is one such etiology or predisposing factor in many
diseases. Many authors have proved stress in relation to hypertension, gastric ulcer and
diabetes mellitus. Similarly this research study aims in identifying and proving the role of
stress as one of the etiological factor in few oral lesions such as Oral lichen planus, Apthous
ulcers, Burning mouth syndrome and Myofacial pain Dysfunction syndrome. Vivette Glover
& Jane Barlow (2015) study revealed about trouble-free pregnancy is something that all
parents and practitioners might hope for, but for many couples this is not the reality and
many women can experience anxiety and/or depression at some point during their
pregnancy. This article outlines the immediate and long term effects that may be experienced
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by some but not all babies as a result of such problems, and highlights the need for
interventions aimed at reducing anxiety and depression before and during the transition to
parenthood. Oguntimilehin et al. (2015) ―A Clinical Decision Support System for Managing
Stress‖ study revealed that Stress is a silent killer that forms part of everyday life of humans.
Stress Overload has a lot of negative effects which include–hypertension, stroke, dysfunction
of body systems, poor performance, heart failures and sudden death in some cases. Most
people have stress without cognitive notice of being stressed up. Diagnosing stress has been
one of the major issues in health sector because it has multiple symptoms. Biomedical Signal
devices such as ECG (Electrocardiogram) are being used for the purpose of diagnosing stress
and most available Computer Aided Diagnostic Systems for managing stress rely heavily on
these devices which are not common especially in rural areas, difficult to handle and also
very expensive. These among other reasons have led to many undiagnosed cases of stress. In
this work, we have presented a simple effective Clinical Decision Support System to manage
stress.
Methodology
Exploratory research design was used to formulate a problem for more precise investigation and
developed working hypothesis. The different aspects of the problem were considered under the
study to discover the new ideas and insights. The total population of 1021 which consists three
categories of employee such as administrative/Executive supervisory/clerical and workmen
Since it does not constitute a homogeneous group, stratified sampling technique is applied
and taken 403 samples to the study purpose. In Tamil Nadu, the major reserve of magnesite
is located at Salem district. In Salem district three major companies who gives major
productions are namely Tamil Nadu Magnesite Ltd (TANMAG), SAIL Refractory company
Ltd and Dalmia Magnesite Corporation .The employees‘ strength in the study units are listed
below. A tool of Structural Equation Modeling (SEM) was applied to analyze the
multivariate data. It is a statistical technique that combines elements of traditional
multivariate models, such as regression analysis, factor analysis and simultaneous equation
modeling. The Structural equation modeling approach is sometimes also called caused
modeling because competing models can be postulated about the data and tested against
each other many applications of Structural equation modeling can be found in the social
sciences, where measurement error and uncertain casual conditions are commonly
encountered.
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Model Testing: The variables used in the structural equation model are
Observed, endogenous variables
Work Culture, Peers and Colleagues, Working Environment, Undervalued By Relatives and
Family Members, Insufficient Social Commitment, Poor Family Administration, Alert on
Work, Physical and Mental Health Confidence, Happiness, Behavioral Effect, Psychological
Effect Physical Effect and Consequences of Stress.
Unobserved, endogenous variables
Eustress, Distress
Unobserved, exogenous variables
Internal source of stress e3, e2, e1
External source of stress: e6, e5, e4, e7, e8, e9, e10, e13, e12, e11, e14, e15, e16
Hence number of variable in the SEM are
Number of variables in the model : 34, Number of observed variables : 14, Number of
unobserved variables : 20, Number of exogenous variables : 18, Number of endogenous
variables : 16
Table 1 Variable in the Structural Equation Model Analysis
Un
Standardized t P
standardized S.E.
Co-efficient value value
Co-efficient
External Stimuli of
Eustress <--- -.206 .134 -.141 -2.132 .032
stress
Internal Stimuli of
Eustress <--- .228 .102 .206 2.237 .025
stress
External Stimuli of
Distress <--- -.678 .139 -.574 -4.859 ***
stress
Internal Stimuli of
Distress <--- .217 .083 .242 2.602 .009
stress
Internal Stimuli Of
Work Culture <--- 1.000 .652
Stress
Internal Stimuli of
Peers And Colleagues <--- .834 .094 .621 8.893 ***
stress
Internal Stimuli of
Working Environment <--- 2.346 .254 .720 9.231 ***
stress
Undervalued By
External Stimuliof
Relatives <--- 1.000 .570
stress
And Family Members
Insufficient Social External Stimuli of
<--- 2.856 .327 .745 8.731 ***
Commitment stress
Poor Family External Stimuli of
<--- 1.703 .208 .599 8.191 ***
Administration stress
Alert On Work <--- Eustress 1.000 .611
Physical And Mental
<--- Eustress .212 .029 .453 7.225 ***
Health
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Un
Standardized t P
standardized S.E.
Co-efficient value value
Co-efficient
Confidence <--- Eustress .621 .067 .630 9.211 ***
Happiness <--- Eustress .471 .054 .574 8.663 ***
Behavioral Effect <--- Distress 1.000 .453
Psychological Effect <--- Distress 2.419 .292 .858 8.283 ***
Physical Effect <--- Distress 2.014 .252 .687 8.004 ***
Consequences of Stress <--- Eustress -1.352 .136 -.653 -9.912 ***
Consequences of Stress <--- Distress -1.317 .173 -.516 -7.616 ***
NOTE: *** denotes significant at 1% level
The estimated positive sign implies that such effect is positive that Alert on Work would
increase by 1.00 for every unit increase in Eustress and this co-efficient value is significant
at 1% level. The co-efficient of Eustress is 0.212 represents the partial effect of Eustress on
Physical and Mental Health, holding others as constant. The estimated positive sign implies
that such effect is positive that Physical and Mental Health would increase by 0.212 for
every unit increase in Eustress and this co-efficient value is significant at 1% level. The co-
efficient of Eustress is 0.621 represents the partial effect of Eustress on Confidence, holding
others as constant. The estimated positive sign implies that such effect is positive that
Confidence would increase by 0.621 for every unit increase in Eustress and this co-efficient
value is significant at 1% level. The co-efficient of Eustress is 0.471 represents the
partial effect of Eustress on Happiness, holding others as constant. The estimated positive
sign implies that such effect is positive that Happiness would increase by 0.471 for every
unit increase in Eustress and this co-efficient value is significant at 1% level. The co-
efficient of Distress is 1.000 represents the partial effect of Distress on Behavioral Effect,
holding others as constant. The estimated positive sign implies that such effect is positive
that Behavioral Effect would increase by 1.000 for every unit increase in Distress and this
co-efficient value is significant at 1% level. The co-efficient of Distress is 2.419 represents
the partial effect of Distress on Psychological Effect, holding others as constant. The
estimated positive sign implies that such effect is positive that Psychological Effect would
increase by 2.419 for every unit increase in Distress and this co-efficient value is significant
at 1% level. The co-efficient of Distress is 2.014 represents the partial effect of Distress on
Physical Effect, holding others as constant. The estimated positive sign implies that such
effect is positive that Physical Effect would increase by 2.014 for every unit increase in
Distress and this co-efficient value is significant at 1% level. The co-efficient of Eustress is -
1.352 represents the partial effect of Eustress on Consequences of Stress, holding others as
constant. The estimated positive sign implies that such effect is negative that Consequences
of Stress would decrease by 1.352for every unit increase in Eustress and this co-efficient
value is significant at 1% level. The co-efficient of Distress is -1.317 represents the partial
effect of Distress on Consequences of Stress, holding others as constant. The estimated
positive sign implies that such effect is negative that Consequences of Stress would decrease
by 1.317 for every unit increase in Distress and this co-efficient value is significant at 1%
level.
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.2, October 2018
Introduction
Employee stress is a growing concern in almost in all the organisations now-a-days. In
simple, Stress is an active situation in where people face restrictions, chances or loss of
something they desire and for which the side effects are both volatile as well as critical. It is
the acknowledge of individual to the arbitrary / unnecessary pressure or difficulties will be
placed on the individual. Stress cannot be always negative. It may induce a person to
explore new and smarter way of performing in an effective way. Stress may be correlated
to their work performance in a negative way. In short, more the level of stress, lower the
level of performance. constant or recurrent exposure even to minimum levels of stress may
have harmful effects on health and this might reduce employee‘s work performance. A small
amount of stress confuses an individual. People facing stress generally focus more on the
emotions and feelings inspite of the job/work at hand and subsequently their work
performance suffers. Stress affects individual intelligence, emotional, and interpersonal
functioning. It has been researched that as right kind encouragement leads to the
improvement of the individual work, but later some point of time it begins to declining.
Employees under stress lose their innovativeness. Arif Jetha, Laura Kernan et al. (2017)
articulated that that workplace stress is a composite phenomenon that may frequently
forceful and evolving over time. Researcher develops a conceptual model named
multidimensional system dynamics model (SDM) of stress among nursing assistants and
demonstrated how changes in psychosocial perceptions and workstation factors might
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influence workplace stress over time. It was found that intention to leave work place, higher
job turnover, employee absenteeism are mainly related to the high perceptions of workplace
stress. In the present scenario, technology advancements have revolutionized the way
operations in the banking sector operations and the competition. Now-a-days due to
economic situation and societal factors, stress levels has drastically increased in the banking
sector. The researchers found that there is a significant relationship between age, gender,
education, job, role, interpersonal relationship and impact of occupational stress. The
research design was descriptive in nature. The data was collected from 80 employees
working in various banks. Maintaining good physical and mental condition is important for
new coping strategies to be adopted by banking sector employees to improve employee and
Organizational productivity. (Caral Lopes et al., 2016).
Stress has become a part of life for the employees in almost all the sectors in the current
competitive world. Now a days life has become so complex at home as well as at workplace
due to stress. The difficulties of stress are foreseeable and cannot be avoided in the banking
sector. A major portion of the employees face severe stress- related ailments and a lot of
psychological problems. Further, the management should take several initiatives in helping
their employees to overcome its calamitous consequence. (Kishori, B., Vinothini, B., 2016).
Shavita Dhankar (2015) said that there is nothing like stress- free job or work. Everyone at
workplace has to bare varieties of tension and concern as they get through the duties
assigned to them. A sample of 200 respondents was considered and convenience sampling
was adopted. It was found that due to long working hours, inappropriate reward system, role
conflict and lack of job autonomy there is a high degree of occupational stress amongst the
private and public sector bank employees. Reduction in the occupational stress in the coming
time would be part of a company policy of the organizations and can be seen as an
authoritative strategy for better employee satisfaction. Prakash Kundaragi, B., and Kadakol,
A.M. (2015) opines that ―Stress is nothing more than a socially acceptable form of mental
illness‖. Stress has been defined in different means over the years. Stress can undermine the
achievement of goals, both for individuals and for organizations. People experience stress in
various ways for different reasons. The reaction is generally based on the perception of an
happening or situation. If you view a situation negatively, employees will generally feel
distressed i.e. oppressed, overwhelmed. Stress can make an individual productive and
constructive when it is identified and well managed. Positive attitude,Yoga and meditation
will be helpful for coping the stress in the current scenario. Ipseeta Satpathy et al. (2014)
opinies that every individual is definitely exposed to different stressful circumstances.
However, stress is not continuously negative in nature. Few stress is necessary to encourage
and inspire us. The employees working in the field of information technology faces more
stress because they have to continuously update their knowledge. The authors also found that
stress varies due to attitude, demography and work performance, stress is not due to age but
occupational position, organization politics and bureaucracy are important factors for stress.
The negative effects of stress lead to drinking habit, and smoking habit of Individuals.
Roohangiz Karimi et al., (2014), opinies that role conflict and occupational stress are
significant and positively related. The study comprises of 135 nurses selected randomly from
the emergency and surgery departments at selected Iran hospitals. The data was collected
through an organized questionnaire using drop and collect method. The outcome level of
occupational stress was relatively high. In addition, the health care managers can identify
role conflict as stressors in order to decrease them among nurses.
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Mary Musyoka, et al., (2012) in their research data was collected from 32 NSE listed
corporations, descriptive research design was adopted and multivariate techniques are used
for analyzing. This study emphasizes on the significance of understanding stress and how it
affects the employee performance. Employers have a duty to care for their workers both
physically and psychologically. Unfortunately, managers are very comfortable taking care of
the physical health because it is generally observed. Stress audits must be conducted
regularly to assess whether stress levels are getting out of control and leading to prolonged
stress, which normally affects organizational performance negatively. Qualitative data
related to employee absenteeism, productivity rates, accidents, employee attrition and
surveys where employee opinions are sought on stress will not only help to recognize what is
stressing individuals, but also helps to identify propable solutions such as redesigning the
job, health and fitness facilities, and undertaking training that can improve self-efficacy and
reduce stress.
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H2: There is significant difference between total experience and promotional opportunity
Table:2
Total years of experience and promotional opportunity
Sum of Squares Df Mean Square F Sig.
Between Groups 10.411 4 2.603 2.347 .055
Within Groups 271.705 245 1.109
Total 282.116 249
Result:
From the above table, F-value is 2.347 and its related significant P value is 0.055, which is
greater than 0.05. Hence ,Null Hypothesis is accepted. There is no significant difference
between total experience and promotional opportunity
H3: There is no significant difference between Income and Family problem Interference
Table: 3
Income and Family problem interference
Sum of Squares Df Mean Square F Sig.
Between Groups 10.905 3 3.635 2.611 .052
Within Groups 342.471 246 1.392
Total 353.376 249
Result:
From the above table, F-value is 2.611 and its related significant P value is 0.052, which is
greater than 0.05. Hence ,Null Hypothesis is accepted. There is no significant difference
between Income and family problem interference.
H4:There is significant relationship between task incompletion and declining levels of
productivity
TABLE:4
Task incompletion and Declining levels of productivity
Task Declining levels of
incompletion productivity
Task incompletion Pearson Correlation 1 .183**
Sig. (2-tailed) .004
N 250 250
Declining levels of Pearson Correlation .183** 1
productivity Sig. (2-tailed) .004
N 250 250
**Correlation is significant at the 0.01 level (2-tailed).
Result:
From the above table, P value is .183. Hence, it is inferred that there is a positive relationship
between Task completion and declining levels of productivity.
H5:There is significant relationship between things against judgement and declining levels of
competence
Table-5
Things against Declining levels of
judgment competence
Things against judgment Pearson 1 .195**
Correlation
Sig. (2-tailed) .002
N 250 250
Declining levels of Pearson .195** 1
competence Correlation
Sig. (2-tailed) .002
N 250 250
**Correlation is significant at the 0.01 level (2-tailed).
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Result:
From the above table, p value is .195. Hence, it is inferred that there is a positive relationship
between judgment and level of competences.
H6:There is significant relationship between unstimulated during work and absenteeism
TABLE – 6
Unstimulated during work and Absenteeism
Unstimulated during work Absenteeism
Unstimulated during work Pearson Correlation 1 .142*
Sig. (2-tailed) .025
N 250 250
Absenteeism Pearson Correlation .142* 1
Sig. (2-tailed) .025
N 250 250
*Correlation is significant at the 0.05 level (2-tailed).
Result:
From the above table, p value is .142. Hence, it is inferred that there is a positive correlation
between unstimulated during work and absenteeism.
H7: There is a significant difference between Total years of experience and income
Table: 7
Total years of experience and income
Value Df Asymp. Sig. (2-sided)
a
Pearson Chi-Square 277.370 12 .000
Likelihood Ratio 212.407 12 .000
Linear-by-Linear Association 129.238 1 .000
N of Valid Cases 250
a. 4 cells (20.0%) have expected count less than 5. The minimum expected count is 2.11.
Result:
From the table above, P value is 0.000 < 0.05, Hence Ho is rejected. So, there is an
association between total years of experience and income.
Discussion
In this study it has been discussed the stress strategies of employees working in automobile
engine manufacturing companies in the Chennai city. The present study indicates that. There
is no significant difference between marital status and work-life imbalance. It is understood
that, work life balance is no way related to the marital status of employees in the
organization. Most of the employees are happy with the task incompletion and declining
levels of productivity, judgment and level of competences.The organization must recognize
the employees for their work and promote them according to the performance to avoid
demotivation of employees.(khawajaJehanzeb et.al,2012).Avoiding the competition for
promotion of employees and promoting them based on their performance appraisal and
competency will help the management to find potential and skilled employees.Taking
remedial actions to reduce stress and teaching the employees how to cope with stress avoids
absenteeism from work and increases job satisfaction. The organization must allocate some
time to conduct mind related and concentration games for employees to increase
concentration of employees during work. Regular counseling should be done , so that it
increases the quality of work life among employees and reduces the stress to the employees.
(Vannarajah, et.al,2014).Segregate the work to many employees and reducing the work load
will make them to complete their given task during an average day or within the scheduled
time. Providing annual leave and arranging annual trip to employees make them feel happy,
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reduces stress and increase better understanding and relationship between employer and
employee. Management should try to reduce over demanding from employees and try to
analyse which employee is suitable for completing their demand. This will help the
employees to complete the demand of subordinates.(Tatheer Yawar,et.al, 2013). The
companies should concentrate on meditation and various stress bursting exercises to the
employees, so that employee concentrate in the work station which improves performance
finally leads to the Organizational profits.
Conclusion
Stress has become the most common cause of employees. Stress can make an individual
productive and constructive when it is identified and well managed. The result shows that
there are many ways for managing stress, such as job promotion, work-life balance, yoga,
counseling, motivation, meditation, annual leave, periodical health checkups, etc. The
Negative stress or Distress kills the employees‘ positive attitude and it turns to absenteeism,
turnover, organizational culture change, declining levels of productivity and declining levels
of competence. Hence, the employees will be successful if they make distress into eustress,
their healthy lifestyle as well as organizational well-being will change.
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based study of nursing aides‖, ―Health Services Research‖ ISSN 12913-016, Vol 8, Issue
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Saqib Usman, Tahir Akbar, M., and Muhammed Ramzan (2013), ―Effect of Salary and
Stress on Job Satisfaction of Teachers in District Sialkot, Pakistan‖, ―IOSR Journal Of
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.2, October 2018
WOMEN ENTREPRENEURS
D.Shanthi Revathi,
Asst.Prof.Management studies, Alpha Arts and Science college, Chennai
D.Ashalatha,.
Alpha Arts and Science college, Chennai
Abstract
As the basic structure of the society emerges and works, the human community thrives on
communication. It is very simple and evident that the crucial mode of harmonious living is
to understand and be understood. In this context listening becomes the most essential
concept later on followed by speaking, reading and writing. In general the communication is
35% verbal and 65% non-verbal. So it is true that knowledge, skills, motivation and attitude
greatly influence the persona of a human being when growing to become an entrepreneur.
Being an entrepreneur is not a job; it is a life style. In India though the literacy rate is on an
upsurge, it is always a matter of concern that we rank very low in global indices of female
literacy. As the new economic reforms suggest the global transition is possible when the
self-sustainability through the social entrepreneurship is stabilized as a social standard. This
is more possible through women in entrepreneurship. This paper presents an outlook on
significance of competence in communication for better entrepreneurship.
Introduction
The world is an ever-changing place and adaptation is the mark of survival. On the global
arena the business has been progressing well and it is very encouraging to see that women as
of now account for the 26% of current business in the world. If entrepreneurship is an
interesting career option, then it needs good training and skill development for the aspiring
candidates. Though language is taught from school to college, it is mandatory that
business communication needs certain competence to effectively carry forward the
networking. In the perspective of language learning, mindset affects the individual behaviour
at all levels. It means to say that without proper preparation the communication cannot be
impressive. One needs to have functional knowledge, inquisitive mind, propensity to take
risk, creative and innovative mindset, proactiveness and necessary technical skills to become
an entrepreneur. This study reviews the main bases of interpersonal communication
competence that determine women entrepreneurs‘ success: knowledge, motivation, and
communication skills. The rising phenomenon of women becoming entrepreneurs could
encourage the processes of socioeconomic development; however, many women face
barriers when trying to become successful entrepreneurs. The literature suggests
interpersonal communication is especially relevant in the construction of women‘s business
networks, and that various communication acts showcase women entrepreneurs‘ knowledge,
in terms of understanding social contexts, and motivation.
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In the course of the setting up of the business it is very necessary to have the intuition,
decision-making ability, focus, tolerance and balance. The entrepreneurs have to understand
that language is a skill and it can be mastered only by practice. So it is necessary to use and
update the vocabulary as well as use the same in situational learning opportunities. It is
fundamental to observe that as one starts the administration of any business it is implied to
go through various behavioural, intellectual, emotional and conscious changes. In general as
entrepreneurs, we should prepare ourselves for the challenges ahead with various
communication encounters to be well connected with the people outside, subordinates,
colleagues, clients and customers. Language is a psychological process and it needs a lot of
focus and visualization for positive outcome. it becomes much more sensible if we say that
we should speak from our heart rather than the ego. In the process of communication mind-
mapping and control of fear play a crucial role as they help us to avoid negative self-talk. As
business persons entrepreneurs should determine the outcome they want from every
interaction they make. It is necessary to assess the audience level of understanding and shape
the message appropriately to make it understandable. The conviction in the communication
is in fact the competence we showcase. We should believe in our message which is the crux
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of any successful communication. When the passion, conviction and preparation act, they
allow our feeling, delivery, body language and voice to flow naturally. This makes our facial
expression beaming with enthusiasm and there is no risk of faking or losing credibility.
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Knowledge Skills
The crucial aspect of business performance is the entrepreneur‘s knowledge, although other
aspects are equally important, such as good management skills, financial access, personal
qualities, and satisfactory government support. This knowledge includes awareness of
gender roles, as being an entrepreneur involves playing a gender role Many studies found
that gender differences affect education and business survival The education backgrounds
of female entrepreneurs are generally weaker than male entrepreneurs. Limited education
can affect women‘s ability to manage and grow their businesses. Beyond education, also
stressed on the importance of experience, attitude toward risk-taking, and business
environment factors (such as credit loans) for women entrepreneurs. For instance, women
entrepreneurs are often hesitant about applying for credit loans because of their lack of
knowledge in managing business finances. Women entrepreneurs continuously must
improve their managerial knowledge. Besides that, it appears that women entrepreneurs have
difficulties to adjust with external conditions, such as market conditions and government
policies. Lack of knowledge also drives women entrepreneurs to fill areas that did not
require specific or specialized knowledge. As a result, their businesses do not seem to
perform as well as those of men.
Motivation
Motivation is a prerequisite to become an entrepreneur. McClelland explains that the need of
achievement, affiliation, and power generates entrepreneurship by four starting points for
women‘s entrepreneurship: (1) stimulation for self-fulfilment by combining responsibilities
as both a housewife and entrepreneur, (2) self determination to pursue a valuable life, (3)
self-satisfaction from fighting for survival when facing challenges, and (4) support from
friends and communities. Additionally, women also started businesses to escape daily office
routines, accommodate creativity, and pursue a passion .Furthermore, socioeconomic and
demographic differences could influence women entrepreneurs‘ motivation . For instance,
male domination and push factors, – such as family income, difficulty finding a suitable job,
and the need for flexible time for domestic responsibilities – could motivate women to be an
entrepreneur. Similarly, in a study of 150 women entrepreneurs in Sikkim, India, Joshi
(2009) found that most of them became entrepreneurs because of family business,
unemployment, or economic compulsion. With respect to the influence of family, found that
family background could be a determinant of women‘s interests in owning a business. Some
studies disclosed that female entrepreneurs choose specific businesses based on their
motivation. explored the possibility of gender-based gaps in financial access to bank
financing concluded that there was no evidence of gender discrimination and that female
entrepreneurs were significantly different from their male counterparts in their pursuit of
financial loans. instead, they carefully considered limiting resources, the time, and energy
necessary to balance the business with personal life and domestic responsibilities. These
motivation studies indicated that women entrepreneurs have their own desires to pursue a
business, and most women still prioritize domestic responsibilities.
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communication styles and patterns. Their communication acts reflected their subjective
knowledge and motivation.
The concept of women entrepreneurship invariably concerns gender roles, which reflect
women‘s social and cultural expectations, omen‘s different experiences can create various
interpretations and social construction standpoints. Women entrepreneurs interpersonal
communication, especially in terms of leading and building relationships in business
networks. The literature shows that communication acts can reflect women entrepreneurs‘
motivations and knowledge of social contexts; however, there are still various aspects of
interpersonal communication that require further study, such as gestures, language,
distance/space, or other symbols which are used in the process of building relationship. the
topic of women entrepreneurs through the lens of knowledge, motivation, and
communication skills: the main bases of interpersonal communication competence that
determine women entrepreneurs‘ success. To explore mediating factors that bridging women
entrepreneurs‘ internal processes with external factors, such as organizational climate,
economics, and environmental contexts. Its insights could bring us to the closer portrayal of
women entrepreneurs‘ perception and their social construction.
References
Ahl, Helene. 2006. ―Why Research on Women Entrepreneurs Needs New
Directions.‖ Entrepreneurship Theory and Practice, 30(5): 595–621.
Andre, Rae. 1992. ―A National Profile of Women's Participation in Networks of
Small Business Leaders.‖ Journal of Small Business Management, 30(1): 66–73.
Becerra, Manuel, and Anil K. Gupta. 2003. ―Perceived Trustworthiness Within The
Organization: The Moderating Impact of Communication Frequency on Trustor and
Trustee Effects.‖ Organization Science, 14(1): 32–44.
Bird, Sharon R., Stephen G. Sapp, and Motoko Y. Lee. 2001. ―Small Business
Success in Rural Communities: Explaining The Sex Gap.‖ Rural Sociology, 66(4):
507–531.
Boden, Richard J., JR., and Alfred R. Nucci. 2000. ―On The SurvivalProspects of
Men‘s and Women‘s New Business Ventures.‖ Journal of Business Venturing, 15(4):
347–362.
Brunskell, Heather. 1998. ―Feminist Methodology.‖ In Researching Society and
Culture, Clive Seale (Ed.), pp. 37–47. Thousand Oaks, CA: Sage Publications.
Buttner, E. Holy. 2001. ―Examining Female Entrepreneurs‘ Management Style: An
Application of a Relational Frame.‖ Journal of Business Ethics, 29(3): 253–269.
Cliff, Jennifer E. 1998. ―Does One Size Fit All? Exploring The Relationship between
Attitudes Towards Growth, Gender, and Business Size.‖ Journal of Business
Venturing, 13(6): 523–542. Coleman, Susan. 2007. ―The Role of Human and
Financial Capital in The Profitability and Growth of Women-Owned Small Firms.‖
Journal of Small Business Management, 45(3): 303–319.
Creswell, John W. 1998. Qualitative Inquiry and Research Design. California : Sage
Publications.Daft, Richard L. 2005. The Leadership Experience. Mason, Ohio:
Thomson South-Western.
Edley, Paige P. 2000. ―Discursive Essentializing in a Woman-Owned Business:
Gendered Stereotypes and Strategic Subordination.‖ Management Communication
Quarterly, 14(2): 271–306.
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Preethi.E
Research Scholar in Management Studies, Auxilium College Vellore
Beulah Suresh
Guide & Head Department of Management Studies, Auxilium College Vellore
Abstract
There is an insistent requisite to integrate current knowledge regarding adolescent girls in
order to focus on the strengths, challenges, and choices of adolescent girls today. Thus
laying the foundation for the need of emotional intelligent and its impact on the adolescent
girls, this relates to the phase that incorporates the intricate aspects of both emotion and
intelligence. "Emotions rule the heart while intelligence reigns supreme in the brain."
Emotional Intelligence essentially reflects the ability to deal successfully with other people
and with ones' own feelings. It is a dynamic construct influenced by diverse biological,
psychological, and social factors. Such systematic understanding of human emotions to
measure human intelligence will prove much beneficial in uplifting common success rate of
contemporary education and its system.
Introduction
In the age of zero tolerance, virtual reality and ultramodern technology, the study on human
emotion, especially of the adolescent girls has become so urgent. It is alleged that emotional
and social competences are as vital as traditional dimensions of intellectual ability and
personality. The variety of issues which seem interconnected when dealing with adolescent
girls may come from different drivers. Early marriage is different from sexual violence,
which is a different issue to tackle from access to employment. But all these threats coalesce
around the common theme of the lack of power and efficacy for girls. Emotional intelligence
is a scientific human endeavor to bridge between two different human conditions of one
human body, originating from head and heart respectively. The adolescent girls experience
emotional challenges and issues of sexuality soon after onset of puberty. A large section of
adolescent girls are not prepared to handle these challenges of their growing sexuality and
reproductive capacity. "The fact that many adolescent girls are showing remarkable strength,
resiliency, and "hardiness" during the stressful time of adolescence needs to be explored.
Instead of focusing on the storm and stress of adolescence, a new understanding of
adolescent girls that affirms their strength and resilience needs to be developed." In view of
the above, the researcher has conducted a study to determine the extent of relationship
between emotional intelligence and academic performance of adolescent girls, so that
efforts can be made to develop a strategic plan for recommending to the schools and colleges
to improve the emotional intelligence of adolescent females and hence, helping the
adolescents to make this phase a more adjusting and pleasurable time leading to success in
adolescents life.
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Objectives
To study the impact of emotional intelligence on academic achievement in adolescent
girls.
To identify various aspects like self awareness, assertiveness, and adaptability.
Review of Literature
"Daniel Goleman, a psychologist and science writer who has previously written on brain and
behaviour research for the New York Times, discovered the work of Salovey and Mayer in
the 1990's. Inspired by their findings, he began to conduct his own research in the area and
eventually wrote Emotional Intelligence (1995), the landmark book which familiarized both
the public and private sectors with the idea of emotional intelligence. Goleman's model
outlines four main emotional intelligence constructs. The first, self-awareness, is the ability
to read one's emotions and recognize their impact while using gut feelings to guide
decisions. Self-management, the second construct, involves controlling one's emotions and
impulses and adapting to changing circumstances. The third construct, social awareness,
includes the ability to sense, understand, and react to other's emotions while comprehending
social networks. Finally, relationship management, the fourth construct, entails the ability to
inspire, influence, and develop others while managing conflict (Goleman, 1998)". Maureen
McManus(2001) says Emotional intelligence includes two general divisions. First, to be
emotionally literate, a person must have an understanding of his/her emotions, including the
ability to label the emotions, understand the influential factor creating the emotion, and the
appropriate behavior for the emotion. Second, a person must have an understanding of the
emotions of others, most notably, empathy. Dr. Promila S, Mahija M. (2010) in the study
which was conducted in Chhattisgarh, India in a CBSE English medium school with 160
students to check the effectiveness of assertiveness training programme on self-esteem and
academic achievement in adolescents. Various studies have been conducted across the globe
to establish the connection between Emotional Intelligence and Academic Achievement.
Research Methodology
Research Design: Descriptive research has been adopted for this study as it is concerned
with the present attempts to understand the phenomena of emotional intelligence among
adolescent girls and how it affects their academic achievement.
Research Instrument : A structured questionnaire was framed. It contained 45 open ended,
close ended and multiple choice questions.
Sampling unit : The Sampling unit for the study was confined to adolescent girls from
Vellore.
Study population: The population for the study was identified as adolescents girls of
Vellore.
Sample Size: The sample size was bounded to 300.
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Df 351
Sig. 0
Interpretation
Kaiser-Meyer-Olkin (KMO) and Barlett test of sphericity was carried to confirm the
correlation matrix has a significant correlation among the variables. It also measured the
degree of inter correlation among the variables and the appropriateness of factor analysis to
test the adequacy of the sample. KMO of sampling adequacy is 0.837, which is very
reasonable above the cut off limit of 0.5. So it was observed the suitability of factor analysis
for the data. Bartlett‘s Test of Sphericity tests the null hypothesis that the original
correlation matrix is an identity and all correlation coefficient should be zero, in the above
table the level of significance (p) value is less than 0.05 and it should high significance and
permits to perform factor analysis. The initial solution obtained for the factors related to
Emotional Intelligence. The factors are extracted by keeping the Eigen values 1, the factors
which are extracted based on the obtained KMO values, so that the factors with more than .5
extraction values have been obtained. The extracted factors from the analysis along with
their Eigen values, the percent of variance attributable to each factor, and the cumulative
variance of the factor and the previous factors. The loading of the 8 variables on the 27
factors extraction. The absolute values of the loading are more than 0.5.In order to interpret
the explain values in a better way a factor rotation is performed. The rotation of varimax
was done and which resulted in the independent factors. the fixing of cut-off point through
rotation component matrix. It was decided to take above 0.5 as the cut-off points. In this way
there are 6 variables under factor 1 and 4 variables under factor 2, 3 variables under factor 3,
3 variables under factor 4, 2 variables under factor 5, 1 variable under factor 6, 2 variables
under factor 7, 1 variable under factor 8, were loaded with above 0.5 and it was also
observed that absence of cross loading between the variables in the two factors.
The obtained factors are classified on the following categories
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Regression Analysis
The influence and its direction of the factors on academic achievement were measured
through multiple regression analysis. In order to perform multiple regression analysis, the
factor scores were taken as independent variables and the opinion on academic achievement
measured through Likert Scale ( 1- strongly disagree to 5- strongly agree) was taken as
dependent variable. The outcome of interpretation as follows.
Table 1.5 (b)
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .796a .634 .624 .719
a. Predictors: (Constant), REGR factor score 8 for analysis 1, REGR factor score 7 for analysis 1, REGR
factor score 6 for analysis 1, REGR factor score 5 for analysis 1, REGR factor score 4 for analysis 1, REGR
factor score 3 for analysis 1, REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1
It is learnt from the table 1.5(b), R2 value is .634, which means that all the eight factor
groups accounts 77.7 percent of the variation in academic achievement. This suggests that
model is quite significant in explaining the variances. The significance results at p<.000
provide support for the relationship. The adjusted R2 is .634.and the difference for the final
model is .002 (.777-.775) or .2 percent and it shows that if the model would have been
derived from population rather than sample will be accounting for .2 percent variance in the
outcome. The standard error of estimate around .506 units shows that any predictions using
this model will be good one. The F value for change statistics in the above table 1.5(b)
indicates the significance level associated with adding the variable.
Table 1.5(C)
ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 260.768 8 32.596 63.039 .000a
Residual 150.469 291 .517
Total 411.237 299
a. Predictors: (Constant), REGR factor score 8 for analysis 1, REGR factor score 7 for analysis 1, REGR
factor score 6 for analysis 1, REGR factor score 5 for analysis 1, REGR factor score 4 for analysis 1, REGR
factor score 3 for analysis 1, REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1
b. Dependent Variable: Academic Performance is affected by the Emotional Quotient
Table 1.5(c) shows the analysis of variance (ANOVA) which was conducted to compare the
effect of eight factor groups on academic achievement. There was a significant effect of
eight factors on academic achievement at the p< .001 level (F (8, 291) =63.039, p<.000). It
also highlights that the overall significance of the model is fit since F value is below 0.000.
Table 1.5(d)
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) 3.577 .042 86.151 .000
REGR factor score 1 for .056 .042 .047 1.336 .183
analysis 1
REGR factor score 2 for -.126 .042 -.107 -3.018 .003
analysis 1
REGR factor score 3 for .529 .042 .451 12.720 .000
analysis 1
REGR factor score 4 for .244 .042 .208 5.877 .000
analysis 1
REGR factor score 5 for .440 .042 .375 10.579 .000
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analysis 1
REGR factor score 6 for -.068 .042 -.058 -1.638 .103
analysis 1
REGR factor score 7 for .560 .042 .478 13.471 .000
analysis 1
REGR factor score 8 for .042 .042 .036 1.013 .312
analysis 1
a. Dependent Variable: Academic Achievement is affected by the Emotional Quotient
From the table 1.5(d), it is observed that the given t and sig(p) values give a view on impact
of each predictor variable and it suggests that a predictor variables are having a positive
influence or impact on outcome variable (academic achievement). The β coefficients and the
constant are used to create the prediction ( regression equation, Academic Achievement (Y)
= (.056) * Self awareness + (-.126) * Intrapersonal Competency + (.529) * Interpersonal
Competency + (.244)*Positive Impression + (.440) * General Mood + (-.068)* Assertiveness
+ (.560) * Stress Management + (.042) * Adaptability. The table also concludes that the
factors Self awareness, Interpersonal Competency, Positive Impression, General Mood,
Stress Management, Adaptability have positive influence on academic achievement.
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important than one's general intelligence because being true to oneself is the easiest way of
living life to the fullest. In this global age, it is necessary to compile a high sense of
emotional awareness. Hence it is very important for adolescent girls to have emotional
intelligence as it will enable them to march in to the world with more valor and confidence.
References
Goleman, D. (1998). What makes a leader? Harvard Business Review (Best of HBR
1998), 82(1), 93-104. Retrieved May 5, 2009, from http://tampabay.
iiba.org/download/HBR_Dan_Goleman_What_Makes_A_ Leader. pdf
Ivcevic, Z., Brackett, M.A. & Mayer, J.D. 2007. ―Emotional Intelligence and
Emotional Creativity.‖ Journal of Personality 75(2): 199-236.
Mahsome Azimifar 2013, The relationship between emotional intelligence and
academic achievement among Iranian students in elementary schools, European
Online Journal of Natural and Social Sciences Vol 2, No 2 (2013)
Maureen McManus, 2001, "A comprehensive literature review and critique On
emotional intelligence as a Conceptual framework for School counselors." Research
Paper, The Graduate College of Wilsconsin- Stout.
Dr. Promila S, Mahija M. The effectiveness of assertiveness training programme on
self-esteem and academic achievement in adolescents. International Research Journal
2010;1(2):1-4
http://www.ssmrae.com/admin/images/2ab638cb79d915fbdf05d5c9123a00ad.pdf
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Abstract
Nothing is constant but change holds true in this ever transforming business world,
technological advancements are one of the powerful driving forces. It has redesigned the
way we live, communicate, work and also the way business is conducted. The technology
and digitized business communications have enhanced and reformed various organizational
activities. The impact of this IT revolution can be seen in every profession and in all
functions of management as well. Like all vocations, Human Resource Management (HRM)
has been progressively affected by the ongoing emergence of new technologies. For
instance, the introduction of the ―Human Resource Information System‖ (HRIS) two
decades ago has brought about a paradigm shift and resulted in greater efficiency and
automation for people management. With the advancement of web technologies during the
past few years, we have witnessed the origination of Electronic Human Resource
Management (e- HRM) which, as indicated by experts, is a much more potent enabler in
transforming the role of Human Resource (HR) from a mere advising staff function to a
more strategic line function becoming an administrative expert, an employee champion a
business partner and a change agent. But of course, the accessibility and availability of an
enabler doesn‗t assure successful transformation. This paper focuses on the advantages and
disadvantages of E-HRM and discusses whether it is a boon or curse in today‗s corporate
scenario.
Introduction
The processing and transmission of digitalized HR information is called electronic human
resource management (e-HRM). E-HRM is the application of IT for HR practices which
enables easy interactions within employee and employers. It stores information regarding
payroll, employee personal data, performance management, training, recruitment and
strategic orientation. Information technology is changing the way HR departments handle
record keeping and information sharing. It decreases the paperwork substantially and allows
easy access to voluminous data. The employee can also keep track of his/her achievements
without having to go through litigious procedures. It uses intranet or other web technology
channels. It can also be used for implementation of different HR strategies. The
authorization of different HR functions can be distributed through E-HRM.
Competitive business environments have compelled the organizations to think speedily to
innovate and excel for their survival. Technology advancement is one of the powerful
driving forces.
Objectives
E -HRM is designed to achieve the following objectives:
To offer an adequate, comprehensive and on-going information system about people
and jobs at a reasonable cost;
To provide support for future planning and also for policy formulations;
To facilitate monitoring of human resources demand and supply imbalance.
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Scope of E-HRM:
A decisive step towards a paperless office.
Higher speed of retrieval and processing of data;
More consistent and higher accuracy of information/report generated;
Fast response to answer queries
A higher internal profile for HR leading to better work culture
More transparency in the system
Significant reduction of administrative burden
Adaptability to any client and facilitating management.
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E-HRM Activities
E-Employee Profile
Organizations first started using computers as a recruiting tool by advertising jobs on a
bulletin board service from which prospective applicants would be contacted by the
employers. Some companies began to take E-applications. Today the internet has become a
primary means for employers to search for candidates and for applicants who look for a job.
As many web based job portals are there were the employers will post their vacancy position
in the job search web portals to stimulate the applicants to apply for that particular job. And
this websites help in review resumes of various types. E-HRM is online recruitment. It refers
to posting vacancies on the corporate web site or on an online recruitment vendor‗s‗ website,
and allowing applicants to send their resumes electronically via e-mail. It also includes the
active search of the internet and the location of resumes. However, there is always the
danger of resume overload, as well as low reputation and effectiveness of various web sites
and databases, not to mention its questionable effectiveness for senior executive positions.
E-Recruitment
Most employers will recruit their employees from the online job search engines (website like
Naukuri, Monster) etc. and new selection process are keeping tests online by testing their
level of knowledge, behaviour, attitude all those the employer will recruit it properly by
conducting all the test online by using strong IT which helps to reduce the cost.
E-Selection
Most employers seem to be embracing Internet recruitment with enthusiasm, the penetration
of on-line assessment tools such as personality assessments or ability tests, has so far been
limited. A survey has shown that although more than half respondents organizations already
use either psychometric or other assessment during the recruitment process, only few of
these companies use on-line assessments prior to interview. Fewer still include a core fit
questionnaire in the recruitment pages of their websites.
E-Learning
E-Learning refers to any programmed of learning, training or education where electronic
devices, applications and processes are used for knowledge creation, management and
transfer. E-Learning is a term covering a wide-set of applications and processes, such as
web-based learning, computer-based learning, virtual class room, and digital collaboration. It
includes the delivery of content via Internet, intranet/extranet (LAN/WAN), audio-and
videotape, satellite broadcast, interactive TV, CD – Rom, and more.
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E-Training
A web-based appraisal system can be defined as the system which uses the web (intranet and
internet) to effectively evaluate the skills, knowledge and the performance of the employees
which reduces the money. E-HRM can also provide managers with information on how to
conduct a Performance Appraisal, the specific criteria and measurements of given positions
and roles as well as examples and models of effective appraisals. The penetration rate of
computer-mediated communication, mainly email, is higher than75percent in corporate
environments and e-mail has emerged as the communication medium of choice. The email
and electronic forms on the intranet of the company or a restricted web site are used to
gather information on training need s assessment, inducing benefits in terms of less
paperwork, lower administration cost, shorter distribution and response time, and higher
response rate.
E-Compensation
As a web-based HR service system, HRIS offers you the flexibility of accessing the program
24/7,from anywhere with internet connection and IT.
Anywhere, Anytime Access
With the growing awareness for environmental sustainability, many companies are looking
for ways to ―go green. Implementing a HRIS will help reduce almost all of the paperwork
associated with HR tasks we can save money and time.
Eliminate Majority of HR Paperwork
It helps to reduce the cost by defining the work force in advance and to review the past data
records of the employee leave etc.
Implementation of E-HRM: There are five main phases in the implementation of the E-
HRM business solution.
Analysis (Infrastructure)
Analyzing the existing infrastructure with regard to quantity of data and classification of
business activities.
Business processes in the company
After the existing processes have been analyzed, the options for automating these processes
in the client‘s environment are proposed. Finally a project plan is developed based on the
model of the processes identified.
Implementation
After the fundamental analysis of the processes in the work team, individual modules are
deployed in the client‘s environment. With modular design a gradual implementation is
possible. Company-specific functionalities are discussed with the client and built upon
request.
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Conclusion
The transformation of Traditional HR to strategic HR where it not only plays the role
of an administrative expert, but also becomes the employee champion, a change agent and a
business partner has been majorly possible with the use of technological tools and
applications, i.e. E-HRM.With the various advantages and disadvantages it can be
recommended that all the organizations use EHRM technology, that promises to provide a
useful, efficient and Increased performance through this e-HRM technology in spite of all
barriers it has to face.
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References
Bell, B.S., Lee, S. & Yeung, S.K. (2006). The impact of e-hr on professional
competence in HRM: Implications for the development of HR professionals. Human
Resource Management. 45(3), 295-308.
Lepak, D. P., & Snell, S. A. (1998) ―Virtual HR: Strategic human resource
management in the 21st century‖, Human Resource Management Review, 8, pp: 215-
234.
Mosahkani, M. &Manian, A. &Hoseingolipour, T. &Mirbaha, O.(2011) ―Proposing e
model for the development of electronic human resource management in Iran's public
organizations‖, Journal of Research of Public Management, vol. 14, No.4, pp: 41- 62.
MousaviDavoudi, S.M &Fartash, K(2012) ―Electronic Human Resource
Management: New Avenues Which Leads to Organizational Success‖, Spectrum: A
Journal of Multidisciplinary Research Vol.1, pp:75-87.
Varma S. And Gopal R. (2011). The Implications of Implementing ElectronicHuman
Resource Management (E-HRM) Systems In Companies, Journal of Information
Systems and Communication .ISSN: 0976-8742, E-ISSN: 0976-8750, 2(1), 10-29.
Vickram and Mahimairaj A. X. (2011). E-HRM Technologies, Journal of
Management and Science - JMS ISSN 2250-1819 (Online) / ISSN 2249-1260
(Printed), 182-186 Voermans, M. & van Veldhoven, M. 2007, ‗Attitude towards E-
HRM: An empirical study at Philips‘, Personnel Review, 36(6), 887-902.
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A.Sharmila
Research Scholar, Department of Corporate Secretaryship, Alagappa University, Karaikudi, Tamil Nadu.
C.Vethirajan
Dept. Of Corporate Secretaryship, School of Management, Alagappa University, Karaikudi, Tamil Nadu.
Abstract
Today‘s society is full of conflicting responsibilities and commitment; Stress Management
has become a predominant issue within work place. Word Stress in Cameroon English,
Stress is a general term applied to various psychological and physiologic pressures
experienced or felt by people throughout their lives. The employees of welfare centres due
to the special conditions of their work, may be exposed to excessive occupational stress and
workload. Stress is also related with providing quality services to human beings depend
upon their stress levels. However, this study is about women stress with special focus on
the work stress in hospitals. Many people think they understand stress, but in reality stress is
complex and often misunderstood.
Key Words: Stress; Work Pressure; Stress Management; Women Employees; Mental
Health.
Introduction
Stress is defined as a state of psychological and physiological imbalance resulting from the
disparity between situational demand and the individual's ability and motivation to meet
those needs. ‖ Stress has often been misunderstood to be negative, with few people
acknowledgement the importance and usefulness of positive stress. The main objective is to
find out the level of stress among the women employees and to identify the effective
dimension of stress among women employees in hospital. Stress is one of the most important
things that play a major role in human life. Since all the companies depend upon man power,
it is one of the important issues to be taken care of and also it has become a major concern of
the modern times. Stress can cause harm to employee‘s health and performance. Work
related stress may lead to sickness, high turnover and high absenteeism. Job stress is a
condition arising from the interaction of people that force deviate from their timing. So it
becomes necessary for every organization to know about the level of stress among the
employees and consequences so that the company sits can overcome it.
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communication among care team members, etc. are some of the issues faced by the Women
employee in the hospitals. Such hectic and demanding work routines can easily stress out
individuals. This could bring disturbed emotional state of mind, which finally affects the
performance and quality of the work produced. Even very unnoticeable stress, situations
greatly affect the quality of the product and services delivered. The impact of this is a major
change in the complexity of hospital environment and demands for effective employee
profiles that are no longer solely focused on a set of narrowly defined skills suited
specifically to an occupation, such as analytical abilities, caring nature, empathy, etc., and
the ability to carry out the function of the position. Accompanying these situations is an
increasing need for employees to have good social skills, to be able to manage conflict
effectively and to cope with stress and tension appropriately in the workplace. To deal with
these challenges employees need not only technical skills but other skills commonly known
as emotional skills, as explained by Goleman (1998). The personal and social competencies
in Emotional Intelligence (EI) enhance an individual‘s high technical and functional
expertise and for Healthcare employees (nurses), Emotional Intelligence means a balance of
technical and emotional considerations to problem solving situations and reducing stress.
Every research starts with the problem, the basic element of research that helps to transform
an idea into concrete research operations. A problem is an intellectual stimuli calling for an
answer in the form of scientific inquiry. The present study is an attempt to identify and
analyse the components and level of stress among the women employees in the workplace
and its effect on their Stress Management in Hospitals in Chennai.
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Conceptual Framework
Stress is a concept, although familiar with the individual, but is understood in different ways.
The use of thisterm in a vague and general form creates context of different interpretations
that sometimes are contradictory(Rutter, 1983). In this context, authors attempt to categorize
the different definitions of stress instead of creatinga general definition. Barron Lopez de
Roda (1997) considers three kinds of stress definitions:
Stress as stimulus: Here, stress is defined as any situation that provokes alteration in the
homeostatic processes. This particular definition has been criticized, because it does not
consider the individual differences in response to the same situation. Individuals are not
passive and there are many situations that result in changes of the homeostatic processes but
they are not stressful, for instance, ‗to breath‘.
Stress as response: Stress, here, is defined in terms of the reactions provoked in the
organism. Some authors argue that this kind of definition of stress can be misunderstood
since there are both emotional and physical responses that can fit in this definition of stress
and they result from non-stressful situations, for instance, ‗to practice sports‘.
Stress as interaction: Many authors suggest that stress should be understood as a
relationship between individuals and their environment. In this specific relationship, the
environment is perceived as threatening by the individuals‘ who experience that
environmental demands exceed their personal resources. Lazarus and Folkman (1984) have
developed a model of the psychological processes involved in stress. According to these
authors, stress is best understood in terms of the individual‘s cognitive interpretation of
potentially stressful events. How events are perceived is more important than the objective
of the events themselves. Stress is neither an environmental stimulus nor a psychological
response, but rather a relationship between environmental demands and the ability to deal
with them. Thus, stress is seen as a transaction between the individual and the environment.
In this circumstances transaction exist in two important processes: appraisal and coping.
Psychological appraisal: This refers to individuals‘ constant assessment of a situation and
the resources available for dealing with it (Lazarus and Folkman, 1984; Lazarus,
1999).When individuals face a potentially stressful situation, they appraise the amount of
potential danger as well as their resources for dealing with that danger. Individuals
experience stress when the perceived threat exceeds perceived available resources for coping
with it. Coping is defined as individuals‘ effort, cognitive and behavioural, to deal with a
stressful situation (Lazarus, 1999). In other words, stress is a dynamic process involving
both the individual and the environment. The environment provides the initial stimulus, but
the key determinants of stress are the way the individual perceives the environment and the
coping resources selected to face it. In the case of this study the terms coping and stress
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management strategies are used as synonymous. Stress research has been of great interest to
social scientists. In is an unavoidable characteristic of life and work. In any job, there are
wide variety of potential causes of stress, some of which are common to both men and
women, and others are specific to each group. One particular area of stress research:
management of stress; has become a very important research area for women employees in
hospital.
The Alarm reaction, also known as ‗fight or flight‘ stage, is the stage during which the
perception of animmediate stressor triggers a physically complex response.
The Resistance or adaptation stage occurs when the stressor persists and the body attempts
to combat this stressor. The Exhaustion stage occurs when the stressor continues to persist
for too long and the bodily resources become depleted. The individual reaches this stage
only when the first two stages are unsuccessful and the stress continues to trouble the person.
McGrath (1976) on his part developed a four-stage model. According to him the first stage
begins with a set of specific demands. In this case, an individual perceives that this particular
demand produces stress. McGrath stage two begins with an appraisal process. At this point
the individual may decide that he or she does not have the physical or mental resources to
meet the demand that he or she has perceived. The stress created by this incongruity between
demand and personal resources result in stage three. This stage reveals a stress or copying
response that takes the form of psychological, physiological or behavioural reactions. The
final or fourth stage he says is the consequences, ―the intensity and long range effects of
stress‖.
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Hospital Sector
Healthcare is defined as the prevention, treatment, and management of illness and the
preservation of mental and physical well-being through the services offered by the medical
and allied health professions. Healthcare is the maintaining and restoration of health by the
treatment and prevention of disease especially by trained and licensed professionals (as in
medicine, dentistry, clinical psychology, and public health). It is the prevention and
treatment of illness or injury, especially on a comprehensive, ongoing basis.
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situation subsides. Shoot up sugar and fat levels. We all know that sugar and fat provides our
body with energy. During stressful situations, we need more energy to cope up, and so the
SNS assists us to have more energy Emotional effects of stress can range from emotional
overeating to a feeling of being overwhelmed and pressured. It can increase the incidence of
frustration, feelings of a lack of purpose in life, or depression and anxiety. People often
complain of poorer concentration, forgetfulness, or have difficulty making decisions when
stressed. The stress that you are feeling can be bottled up waiting to express itself through
increased anger and frustration. If you respond to stress through angry outbursts then these
anger management tips could be beneficial to you. Feelings of nausea, Feeling faint or
sweaty, Headaches or migraine, Indigestion, constipation, increased skin irritations e.g.
eczema, An increase in minor illnesses Feeling tired all the time
Eating disorders. This may have something to do with stress levels. Like depression, this
illness has been linked to low levels of serotonin and is often treated with serotonin-boosting
antidepressant drugs.
Stomach ailments. Stress can make you reach for junk or comfort foods, or upset your
stomach to the point that you feel like you can‘t eat. Common stress-related stomach
troubles include cramps, bloating, heartburn, and even irritable bowel syndrome. Depending
on how you respond, these can lead to weight loss or weight gain.
Skin reactions. Stress can lead to breakouts and even itchy rashes and hives in some people
.
Emotional conditions. From being in a blue or irritable mood to more serious mental issues
like depression, your emotional health suffers when there‘s stress in your life. Women are
better than men at hiding some emotions like anger and aggressiveness because the parts of
their brains responsible for these emotions are larger than men's, but depression strikes
women twice as often as men. ―The emotional effects of stress on women can range from
postpartum depression after pregnancy to depression after menopause.‖
Sleep problems. Trouble falling or staying asleep is common in women affected by stress,
and this is particularly counterproductive since a good night‘s sleep can help ease stress.
Heart disease. The stress of competing in today‘s job market has increased women‘s heart
disease risk. Stress can negatively affect the entire cardiovascular system, and lead to high
blood pressure, stroke, and heart attack.
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Lowered immune response. One of the more complicated physical reactions to stress is
your
body‘s lessened ability to fight off disease, whether it‘s a cold or a flare-up of a chronic
condition.
Cancer. Some studies have suggested a link between stress and the development of breast
and ovarian cancer. In one study, researchers found that the risk of breast cancer was
increased by 65 percent in women
Major factors that affect the stress on women are Work pressure , job co-ordination
,job time at hospital(Night shift),Lack of family support
Level of stress is high compared to men and married women are more stressed than
unmarried women
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Health issues for women are more due to stress like Heart attack ,Increase blood
pressure , sleeping disturbance , head ache , muscle tension and hormone imbalance
result in Infertility
Conclusion
The ability to manage and study of stress would seem to be an important skill for any
healthcare employee and might potentially enhance patient-centred care, improve the quality
of the professional-patient relationship, and increase patient levels of satisfaction. Improved
emotional intelligence skills will help an individual understand and manage the stress of one
and others better which will lead to high quality service delivery. Stress is unavoidable now-
a-days it can be handled positively by coordination with workers, proper time management,
loving the profession, family support , and creating personal hobbies Improve your diet, By
eating well-balanced meals and skipping junk food, you can improve your physical well-
being and, in turn, your emotional health. Make time for exercise meditation and yoga that
exercise is a phenomenal way of dealing with stress and depression, Research shows that
getting active can lift your spirits and increase the release of endorphins, a natural chemical
associated with mood. Find fun ways to relax Connect with family and friends and people
you enjoy being around. Rediscover favourite hobbies like hearing music, gardening, and
day out with family or friends.
References
Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. New
York: Bantam.
Ismail, A. Suh-Suh Y., Ajis, M.N. and Dollah, N.F. (2009). Relationship between
Work related stress, Emotional Intelligence and Job Performance: An Empirical
Study in Malaysia. Theoretical and Applied Economics, 10 (539), 3-16.
Mayer, J.D. and Salovey, P. (1990). Emotional Intelligence. Imagination, cognition
and personality, 9, 185-211.
Mayer, J.D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey &
D. J. Sluyter (Eds.), Emotional development and emotional intelligence. New York:
Basic Books.
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Rathi Mol.C.R,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur.
B.Sathiyabama,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur.
Introduction
Education is an important issue for the development of countries, and teachers are the most
significant factor of the education process. It has a crucial role in individuals‘ improvement.
During school education, children gain the basic knowledge and skills, and teachers are the
basic role models for school peoples. There have been constant changes in educational,
economical, and cultural policies of many countries. Globalization and developments in
technology have had effects on organizations and on employees‘ working conditions. In
many countries, teachers are confronted with work, pedagogical, and technological changes
that have caused alterations in their working conditions. In TamilNadu educational
innovations that have been implemented in recent years, have impacts on working conditions
of teachers. The changes in teachers‘ working conditions influence their degree of job stress.
The focus of present research is only on women teachers. Women in our society are certainly
not enjoying their position. Working women has to face many crises. It has been seen that
majority of working women in our society are attached to teaching. Generally, it is
considered that teaching is comparatively smooth and relax job for women, but practically
this is not true. Teachers tried to fulfill expectations of family members and as the same time
they are expected to be active member at schools. Many women teachers complain that their
jobs, while rewarding, are getting harder because of too few resources, too much paperwork,
crowded classrooms, and students with emotional problems, low pay and high-stakes
standardized tests. This research study will include the various dimensions of stress
management.
Research Design
Research design is purely and simply the framework or plan for a study that guides the
collection and analysis of the data. The research design indicates the methods of research i.e.
the method of gathering information and the method of sampling. This study was aimed to
identify the sources of stress, socio-economic characteristics of women teachers, women
teachers stress and their job performance.
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Selection of Sample
To avoid interplant variation the sample was chosen from only school women
teachers. The desired sample size 151 was obtained after a multi-phrase stratification.
In the first phase, the schools were stratified into three groups like Government
schools, Government aided schools and private schools. Since the study aimed at
correlating stress with their performance in the school teachers. It was decided to
undertake the survey only among those who were worked above in the classified
schools.
Further among the teachers on the schools, secondary grade teachers, BT assistant
teachers and PG Assistant teachers were -included from this study of the Idukki
district.
As a result of this two- phase stratification, the initial total population of 811 was
ultimately reduced to 755 from which the sample subject 151, a composite of 14
secondary grade teachers, 27 BT Assistant teachers and 110 PG Assistant teachers
(proportionate to the total population) were randomly selected, constituting 20 per
cent of the stratified population.
The findings indicate that the presence of positive relationship between women teacher's
level job satisfaction and their job performance with correlation (r = .69) at the level (α ≤
0.05) as shown in the above table.
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According to the matrix in the above table, the columns of job description conflict,
communication and comfort with supervisor and Job related health concerns presented
strongly negative connections with all dimensions of job performance. From the table, it is
clear that there is strong negative correlation between job description conflicts with all the
dimensions of performance. It has been found that Job description conflict has strong
negative correlation with knowledge (-0.63), skills (-0.48), Attitude (-0.51) and overall job
performance (-0.63) and this correlation is significant at the significant level of 0.01
respectively using two tailed test. From the output, it has been found that the correlation
coefficient between job related health concerns and all the dimensions of performance have
strong negative values. Job-related health concern has strong negative correlation with
Knowledge (-0.42), Skills (0.45), Attitude (-0.61), Effectiveness (-0.54) and Overall job
Performance (-0.62) and this correlation is significant at 0.01 level.
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Similarly lack of communication and comfort with higher authorities has strong negative
correlation with Attitude (-0.58), Effectiveness (-0.66) and overall Performance (-0.53) and
this correlation is significant at the significant level of 0.01 using two tailed test. This shows
that all these values are highly correlated and significant. The data demonstrate strong
support for the hypothesis that there is an inverse relationship between job stress and job
performance. This negative relationship between job stress and job performance (-0.71)
indicates that when there is high job stress and there is low job performance.
From the above table, the top three facets which were found to be satisfactory by the
respondents were People on your Present Job (M =41.75) followed by Job in General (M =
40.07) and Work on present Job (M = 36.81). Whereas the lowest satisfaction levels
recorded were on the facet of operating procedures (M = 9.41). It also shows that there is a
significant relationship between work stress and job satisfaction among school women
teachers. The findings indicate that work stress have a significant relationship with overall
satisfaction (r = -0.69, p 0.01). It also suggests that work stress is negatively associated with
satisfaction towards work (r = -0.47, p 0.01), pay (r = -0.44, p .001), supervision (r = -0.63, p
0.01) promotion (r = -0.51, p .01), people in your present job (r = -0.54, p 0.01), and job in
general (r = -0.51, p 0.01).
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In the above table shows Firstly, both instruments used in this study indicated Cronbach‘s
alpha values greater than 0.80 indicating good internal consistency and could be seen to be
most reliable. Secondly, results from this study also revealed that the majority of respondents
have a moderate level of job satisfaction. Thirdly, a moderate level of job satisfaction could
be related to the people on your present job. Satisfaction towards people on your present job
includes the perception that work itself can be enjoyable, enable one to uphold a sense of
pride and be meaningful. Lastly, the work stress is associated with job satisfaction. Work
stress was negatively associated with six job satisfaction facets. It was seen that a high level
of work stress would reduce job satisfaction. Reducing work stress such as workload,
conflict and unreasonable group and other pressures may lead to high satisfaction about
work, pay, co-workers, supervision, promotion and job in general.
Major Findings
The presence of positive relationship between women teacher's level job satisfaction and
their job performance with correlation (r = .69) at the level (α ≤ 0.05).
The role conflict and role ambiguity are positively related to work stress experienced by
teachers, a positive relationship exists between role ambiguity and role conflict, and in
the last work, and stress is negatively associated with both job satisfaction and
organizational commitment of teachers.
There is strong negative correlation between job description conflicts with all the
dimensions of performance. It has been found that Job description conflict has strong
negative correlation with knowledge (-0.63), skills (-0.48), Attitude (-0.51) and overall
job performance (-0.63) and this correlation is significant at the significant level of 0.01
respectively using two tailed test.
The correlation coefficient between job related health concerns and all the dimensions of
performance have strong negative values. Job-related health concern has strong negative
correlation with Knowledge (-0.42), Skills (0.45), Attitude (-0.61), Effectiveness (-0.54)
and Overall job Performance (-0.62) and this correlation is significant at 0.01 level.
Lack of communication and comfort with higher authorities has strong negative
correlation with Attitude (-0.58), Effectiveness (-0.66) and overall Performance (-0.53)
and this correlation is significant at the significant level of 0.01 using two tailed test.
This shows that all these values are highly correlated and significant.
The work stress is negatively associated with satisfaction towards work (r = -0.47, p
0.01), pay (r = -0.44, p .001), supervision (r = -0.63, p 0.01) promotion (r = -0.51, p .01),
people in your present job (r = -0.54, p 0.01), and job in general (r = -0.51, p 0.01).
Work stress was negatively associated with six job satisfaction facets. It was seen that a
high level of work stress would reduce job satisfaction. Reducing work stress such as
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workload, conflict and unreasonable group and other pressures may lead to high
satisfaction about work, pay, co-workers, supervision, promotion and job in general.
Suggestions
Based on the findings of this study and the conclusions derived there from, the following
suggestions have been made to further improve the job performance of school women
teachers and to enhance their skills, knowledge and techniques of more effectively coping
with stress. First, every educational institution should implement higher standards of conduct
for all students and staff. In addition, redesign the entire approach to discipline, teaching and
learning. Effort should also be made to provide the necessary infrastructure in these
institutions. All these will go a long way to making these institutions more attractive and
conducive places for teaching and learning and this will lead to self-discipline in both
students and staff. Schools also need to have formal job descriptions written for their
teachers so that their roles should be clear and not ambiguous, which also will clear who
reports to whom directly, and indirectly to minimize the conflicting demands placed on the
teachers.
Conclusion
Preventing and reducing stress may benefit teachers, students, administrators, parents, and
schools in general. The interviews indicated that teaching is a stressful profession. Effects of
job stress need to be monitored, because they influence not only the teachers, but also
indirectly affect students and schools. The reduction of stress will induce the teachers to
provide efficient and effective service to the society. For the betterment of the educational
institutions, the stress among the school women teachers should be reduced. As a result of
the benefits of a systematic and joint approach to reducing stress there can be increased
education standard, decrease in absenteeism, increased school‘s enrolment, reduced drop-out
rate, improved teachers morale, decrease in compensation claim and reduction in workplace
accidents. The most important benefit in reducing stress is that it will promote a pleasurable
work environment for all. Education is the backbone of a nation. If the teacher of that
backbone were unhappy and dissatisfied with their jobs what would be the future of that
nation. Therefore, we need to be concerned about our teachers‘ condition. We have to take
the necessary step to make them satisfied with their job. It will energize the teachers and
their effort will be in full swing to build up the nation.
References
Abdul, ―The Relationship between Occupational Stress and Job Satisfaction: The
Case of Pakistani Universities‖, International Education Studies, vol. 5, no. 3, (2014)
pp. 87-96.
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Abstract
Stress is a feeling of strain and pressure. Also this is one type of psychological pain. Sexual
harassment can jeopardize the victim's emotional and mental health. It can lead to the loss of
self-esteem and it may even compromise personal relationships. Sexual harassment in
the workplace can cause significant stress and anxiety. Both the employer and women
should take precautionary steps to stop the harassment. This conceptual paper aims to
create awareness among the women to reduce this kind of stress and stresses the
responsibility for an employer to safeguard the security for their woman employees.
Introduction
stress is a feeling of strain and pressure. Also this is one type of psychological pain. Sexual
harassment can jeopardize the victim's emotional and mental health. It can lead to the loss of
self-esteem and it may even compromise personal relationships. Sexual harassment in
the workplace can cause significant stress and anxiety. Both the employer and women
should take precautionary steps to stop the harassment. This paper aims to create awareness
among the women to reduce this kind of stress and stresses the responsibility for an
employer to safeguard the security for their woman employees.
Review of Literature
The emergence of the term ‗sexual harassment‘ can be traced back to the mid 1970s in North
America, although in the UK, the first successful case when sexual harassment was argued
to be a form of sex discrimination was in 1986, under the Employment Protection Act
(Hodges Aeberhard, 2001). There is no one definition of sexual harassment, either in terms
of behaviour or the circumstances in which it occurs (Bimrose, 2004; Fitzgerald and
Ormerod, 1991; Fitzgerald et al, 1995; Stockdale and Hope, 1997). A study which examined
the frequency and nature of sexual harassment amongst women in traditional male
occupations in North America defined it as: …any action occurring within the workplace
whereby women are treated as objects of the male sexual prerogative. (Lafontaine and
Tredeau, 1986: 435) while Stanko (1988: 91) stated that sexual harassment is: …unwanted
sexual attention. Its behavioural forms are many and include: visual (leering); verbal (sexual
teasing, jokes, comments or questions); unwanted pressure for sexual favours or dates;
unwanted touching or pinching; unwanted pressure for sexual favours, with implied threats
of job related consequences for non co-operation; physical assault; sexual assault and rape.
The behavioural manifestation may be a singular event or continuous series of events.
Concepts
Harassment occurs when an employer creates, condones or permits a hostile, intimidating or
offensive work environment. That may include discriminatory treatment and/or retaliation
for filing a complaint or participating in an investigation. Workplace harassment is any
unwelcome or unwanted conduct that denigrates or shows hostility or an aversion toward
another person on the basis of any characteristic protected by law, which includes an
individual's race, color, gender, ethnic or national origin, age, religion, disability, marital
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status, sexual orientation, gender identity, or other personal characteristic protected by law.
A conduct is unwelcome if the employee did not solicit, instigate or provoke it, and the
employee regarded the conduct as undesirable or offensive. Harassment is unwelcome
conduct that is based on race, color, religion, sex (including pregnancy), national origin, age
(40 or older), disability or genetic information. Harassment becomes unlawful where 1)
enduring the offensive conduct becomes a condition of continued employment, or 2) the
conduct is severe or pervasive enough to create a work environment that a reasonable person
would consider intimidating, hostile, or abusive. Anti-discrimination laws also prohibit
harassment against individuals in retaliation for filing a discrimination charge, testifying, or
participating in any way in an investigation, proceeding, or lawsuit under these laws; or
opposing employment practices that they reasonably believe discriminate against
individuals, in violation of these laws.
It can include behavior such as
Telling insulting jokes about particular racial groups
Sending explicit or sexually suggestive emails
displaying offensive or pornographic posters or screen savers
making derogatory comments or taunts about someone‘s race or religion
asking intrusive questions about someone‘s personal life including their sex life.
Types of Harassment
Workplace bullying:
The repeated less favorable treatment of a person by another or others in the workplace,
which may be considered unreasonable and in appropriate workplace practice. It include
physical or verbal abuse, yelling screaming or offensive language, excluding or isolating
employees, psychological harassment, intimidation, assigning meaningless tasks unrelated to
the job, giving employees impossible jobs, deliberately changed work rosters to
inconvenience particular employees, undermining work performance by deliberately
withholding information vital for effective work performance.
Stalking:
It is a form of harassment which is being more commonly reported. It involves pestering an
individual, either in person or in writing or electronic formats or on the telephone.
Sexual harassment:
It is unwanted behaviour of a sexual nature that denigrates or ridicules or is intimidating. It
can be verbal and may include unwanted personal comments or sexual slurs, belittling,
suggestive, abusive remarks, explicit jokes or innuendo, and compromising invitations,
including demands for sexual favors.
Racial Harassment:
It includes written or verbal threats or insults based on race, ethnicity or skin colour, abusive
comments about racial origins, ridicule joke, damage to property, the display of offensive
graffiti or insignia and incitement of others to commit any of the above.
Religious Harassment
It is unwanted behaviour based on religious beliefs or practices.
Disability harassment
It is unwanted behaviour based on disability, impairment or additional need. It includes
inappropriate reference to disability, refusal to work with and exclusion of peo0ple with
disabilities from social events or meetings.
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Research Methodology
Sample size and selection of sampling procedure:
The sample size taken for this study is 102.The researcher adopted the simple random
sampling. The tools that were used in this study:
Chi-square test
Data collection:
The data collection was done by means of interview schedule with the help of questionnaire..
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16-20 38 37%
21-25 24 24%
26-30 18 18%
31-35
02 1%
Inference: 200% of the respondents are about 10-15yrs, 37% of the respondents are about
16-20yrs, 24% of the respondents are about 21-25`yrs and 18% of the respondents are about
26-30 yrs, 1% of the respondents are about 31-35`yrs
Observed Frequency
Dress code 10-15 16-20 21-25 26-30 31-35 Total
Expected Frequency
Dress code 10-15 16-20 21-25 26-30 31-35 Total
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Calculation
O E O-E (O-E)2 (O-E) 2/ E
7 5.15
1.85294 3.43 0.67
2 1.76
0.23529 0.06 0.03
3 2.06
0.94118 0.89 0.43
1 1.62
-0.6176 0.38 0.24
2 4.41
-2.4118 5.82 1.32
6 7.21
-1.2059 1.45 0.20
3 2.47
0.52941 0.28 0.11
3 2.88
0.11765 0.01 0.00
3 2.26 0.73529 0.54 0.24
6 6.18 -0.1765 0.03 0.01
13 14.75 -1.7549 3.08 0.21
3 5.06 -2.0588 4.24 0.84
5 5.90 -0.902 0.81 0.14
4 4.64 -0.6373 0.41 0.09
18 12.65 5.35294 28.65 2.27
5 4.80 0.19608 0.04 0.01
3 1.65 1.35294 1.83 1.11
2 1.92 0.07843 0.01 0.00
2 1.51 0.4902 0.24 0.16
2 4.12 -2.1176 4.48 1.09
4 3.09 0.91176 0.83 0.27
1 1.06 -0.0588 0.00 0.00
1 1.24 -0.2353 0.06 0.04
1 0.97 0.02941 0.00 0.00
2 2.65 -0.6471 0.42 0.16
∑ [(O-E) 2 / E] = 9.63
FORMULA:
CHI SQUARE = ∑ [(O-E) 2 / E]
O – Observed frequency
E – Expected frequency
(O – E) = Difference between observed frequency and expected frequency.
(O – E) =Square of the difference
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Conclusion
The Attitude of woman should change. They should be bold in facing the problems.
Unwanted behavior and misleading statements of women is not desirable. They should be
very careful in dealing with other gender. ―To call woman the weaker sex is a libel; it is
man's injustice to woman. If by strength is meant brute strength, then, indeed, is woman less
brute than man. If by strength is meant moral power, then woman is immeasurably man's
superior. Has she not greater intuition, is she not more self-sacrificing, has she not greater
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powers of endurance, has she not greater courage? Without her, man could not be. If
nonviolence is the law of our being, the future is with woman. Who can make a more
effective appeal to the heart than woman?‖
― Mahatma Gandhi
References
Gruber, J. E. (1989) ‗How women handle sexual harassment: a literature review‘.
Sociology and Social Research. 74: 3-9. Gruber, J. E. (1992)
‗A typology of personal and environmental sexual harassment: research and policy
implications for the 1990s‘. Sex Roles. 26: 447-464.
Gruber, J. (1998) ‗The impact of male work environments and organizational policies
on women‘s experiences of sexual harassment‘. Gender and Society. 12 (3): 301- 320
Gruber, J. E. and Morgan, P. (2005) In the company of men: male dominance and
sexual harassment. Northeastern University Press: Boston. Gruber, J. E. and Smith,
M. E. (1995)
‗Women‘s responses to sexual harassment: a multivariate analysis‘. Basic and
Applied Social Psychology. 17: 543-562. Gutek, B. A. (1985) Sex and the
workplace: impact of sexual behaviour and harassment on women, men and
organizations
Hoel, H. and Cooper, C. (2000) Destructive conflict and bullying at work.
Manchester School of Management, University of Manchester Institute of Science
and Technology
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LATHA
Assistant Professor of Business Administration, Annamalai University.
Abstract
This research paper strives to find out whether the meta-cognitive thinking process of
entrepreneurs has an influence on their entrepreneurial attitude orientation. The research was
undertaken in cuddalore district with a sample of 413 entrepreneurs. Descriptive research
design with non-probability sampling technique was adopted. Primary data collected through
purposive snowball sampling method in Cuddalore district. A self designed questionnaire
with 5 point scale in the continuum of agreeing was used to measure EAO. Meta-Cognitive
Adaptability scale was used to measure the meta-cognitive process of the entrepreneurs.
Reliability of the tool is found to be 0.88 and 0.94. Factor analysis and Multiple Regression
analyses were adopted for primary data analysis. The analysis found that there is an
influence of successful intelligence, entrepreneurial self efficacy, self esteem, achievement
and autonomy on the meta-cognitive thinking process of the entrepreneurs. The study also
highlighted the fact that the entrepreneurs opine that personal control, risk and uncertainty
does not play a influential role on meta-cognitive adaptability of entrepreneurs in Cuddalore
district.
Introduction
Entrepreneurial Attitude refers to the consistent behavior and thinking in creation and
running of a business. Attributes is defined as a quality ascribed to anything; characteristic
quality (De Lange, 2000). Entrepreneurial Attributes refers to qualities, characteristics, traits,
or skills of persons who initiate and manage their own business. Leibenstein recognized the
fact that entrepreneurial characteristics and entrepreneurial behavior are interwined(De
Lange,2000). Gibson, L, Gibson, R., and Zhao (2011), found that ―entrepreneurial attitudes
are precursors to entrepreneurial action‖. Wyk and Boshoff‘s (2004) defined entrepreneurial
attitude as, ―an attitude is the representation of a summarized perception of a psychological
object, experienced as advantageous-detrimental, pleasing unpleasant, or beneficial/harmful.
Robinson (1991) brought that, ―Attitude can be considered as a dynamic interactional way
that an individual relate to the attitude object‖. Robinson, Stimpson, Huefner, and Hunt,
(1991) continues ―attitude is defined as the predisposition to respond in a generally favorable
or unfavorable manner with respect to the object of the attitude‖. Recent researches found
out that there a various dimensions of entrepreneurial orientation that may vary
independently from one another. They are: risk-taking, innovation, pro-activeness,
achievement so on. Risk-taking is associated with the willingness of the entrepreneur to take
calculated business-related risks. Pro-activeness consists of autonomy and competitive
aggressiveness. Autonomy refers to the actions undertaken by individuals or teams intended
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to establish a new business concept or idea (Rwigema, et al. 2008) and further highlights that
competitive aggressiveness refers to a response to threats that already exist in the
marketplace. Entrepreneurial orientation also has its roots in the strategy-making process
literature (Rauch, Wiklund, Lumpkin & Frese, 2009). "Meta-cognition" is often simply
defined as "thinking about thinking." The term Meta-cognition refers to the processes that
allow people to reflect on their own cognitive abilities. Meta-cognition refers to the ability to
reflect upon, understand and control one‘s own learning. In other words, meta-cognition
allows people to know what they know, or to think about their thinking. Meta-cognition
refers to the conscious application of an individual‘s thinking to their own thought processes
with the specific intention of understanding, monitoring, evaluating and regulating those
processes. Meta-cognitive processes include planning, monitoring one's own thoughts;
problem solving, making decisions and evaluating one's thought processes. It also involves
the use of strategies for remembering information. Flavell (1979) defined meta-cognitive
knowledge as knowledge about persons, tasks, and strategies.
Review of Literature
José Carlos Sánchez García et.al (2014) in their Pyschometric Properties and the Factor
Structure of the Spanish Version of the Cognitive Adaptability Scale (MAC) discusses
Cognitive Psychology. It has made important contributions to the field of entrepreneurship in
areas such as cognitive styles of entrepreneurs (Bridge, O‘Neil, & Cromie, 2003),
enterprising self-efficacy (Markman, Baron, & Balkin, 2005), decision-making heuristics
(Mitchell et al., 2007), knowledge structures of entrepreneurs (Smith, Mitchell, & Mitchell,
2009) etc. Knowing how these cognitive elements function has helped to understand how
entrepreneurs perceive and interpret information and how they use it to make the decision to
start a successful business. This study states that researchers in this field are making an effort
to find instruments to measure this ability in a way that allows us to predict success in the
context of enterprise creation or intention. Simon and Houghton (2002) suggested that
personality traits may better predict part of the entrepreneurial cognitive process than the
outcome of this process, that is, decision to engage in entrepreneurial actions.
Howard and Martha(2001) briefly reviewed and the highlighted the very important advances
in the understanding of the entrepreneurial process. First, knowledge is just as vital as capital
for entrepreneurs, and they are forced to learn at a significantly faster pace than people in
non-entrepreneurial organizations. The authors believe that most startups begin with very
little besides knowledge. Finally, the ideal combination for acquiring both knowledge and
resources is a blend of diverse and strong connections with other individuals and
organizations.
Cope and Watts (2000) argued that developing entrepreneurial behavior was achieved
through learning by doing, involving experiential learning methodology, utilizing critical
learning incidents from an individual perspective. Further they emphasized the importance
of reflection in gathering learning from experience, particularly through critical incidents
and these incidents were impacted by the surrounding environment
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Research Design
This research is descriptive in nature. The survey covered 413 entrepreneurs using purposive
snowball sampling procedure. Informed survey was done among the entrepreneurs in
cuddalore district of Tamilnadu (India) using personally administered questionnaire
subsequent to briefing the Entrepreneurs about the study and the information solicited,
obtaining informed consent from the individuals concerned.
Research Model and instrument: YOGAATHA-EAO(Figure-1) developed by
Yogalakshmi(2018) and Latha(2018) is used in this research for assessing the attitude
orientation of entrepreneurs. There are 52 items in the questionnaire with seven
dimensions describe successful intelligence, self-efficacy, self-esteem, achievement,
autonomy, personal control, risk and uncertainty. For all the items in the questionnaire
design, the alpha values ranged from 0.88 and 0.94. This indicates high reliability of the
items in the questionnaire. With these results, consistency, dependability and adoptability
are confirmed. The Meta-Cognitive Adaptability questionnaire was designed on the basis
of the generalized measure of adaptive cognition (GMAC) developed by Haynie (2008).
The items are 37 in numbers with five dimensions describe goal orientation, meta-
cognitive knowledge, meta-cognitive experience, meta-cognitive choice and monitoring.
This is a five point scale. The questionnaire was pre-tested on a sample of 20 and
necessary changes were incorporated.
Sl. No Tools of data collection Number of items
1 Yogaatha – EAO 52
2 GMAC 37
Tools used for data analysis: correlation and multiple regression analysis were used
for data analysis. The main purpose of multiple regression analysis is to find the
influence of entrepreneurial orientation on meta-cognition of entrepreneurs.
Research Hypothesis of the study: “Dimensions of Entrepreneurial Attitude
Orientation of entrepreneurs does not influence their meta-cognitive adaptability in
Cuddalore district‖
In order to inspect the above stated hypothesis, Pearson correlation analysis was
applied. The above table:1 indicates that the strength of relationship between the variables is
highly coefficient to each other and the Pearson correlation coefficient between the
entrepreneurial attitude orientation and meta-cognitive adaptability is (r= 0.550 and
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P=0.001). It is also found that the entrepreneurial attitude orientation is moderately related
with meta-cognitive adaptability of entrepreneurs in Cuddalore district.
Table 2: Multiple Regression Analysis on Influence of Entrepreneurial Attitude
Orientation of Entrepreneurs on their Meta-Cognitive Adaptability
Model Summary
R R Square Adjusted R Square F P
Coefficients
Sl.No. Entrepreneurial Attitude Un Standardized T p
Orientation standardized Coefficients
Coefficients
B SE Beta
Constant 0.695 0.123 5.635 0.001
1 Successful Intelligence 0.204 0.105 0.229 1.937 0.053*
2 Entrepreneurial Self Efficacy 0.194 0.033 0.244 5.900 0.001**
3 Self Esteem 0.244 0.031 0.302 7.916 0.001**
4 Achievement 0.093 0.038 0.105 2.476 0.014*
5 Autonomy 0.098 0.044 0.134 2.239 0.026*
6 Personal Control -0.016 0.054 -0.021 - 0.767
0.296
7 Risk and Uncertainty 0.001 0.034 0.001 0.019 0.985
Dependent Variable: Meta-Cognitive Adaptability
The Linear multiple regression analysis has been carried out a sample of 413 and data
considering Meta-Cognitive Adaptability as dependent variable and independent variables
are the dimensions of entrepreneurial attitude orientation viz., successful intelligence,
entrepreneurial self efficacy, self esteem, achievement, autonomy, personal control and risk
and uncertainty. The reaction of the entrepreneurs and effect of the independent variables on
Meta-Cognitive Adaptability have been studied by the multiple regression analysis.
The F value obtained for the analysis is 107.731 which is significant at one percent level.
Hence the assumed regression model may be considered as a good fit. The value of R 2 is
0.651 and implies that 65.1% of Meta-Cognitive Adaptability is influenced by the above
seven variables.
The variables entrepreneurial self efficacy, self esteem, achievement have obtained p values
are less than 0.01. Since the p values are less than 0.01 and significant at 1 percent level, the
alternative Hypothesis (HA) “Dimensions of entrepreneurial attitude orientation of
entrepreneurs influences on their Meta-Cognitive Adaptability‖ stands proved on these
above dimensions. The variable autonomy has , the p value lesser than 0.050 and the
hypothesis is accepted at 95% level of acceptance The variables personal control and risk
and uncertainty obtained p values are greater than 0.050. Hence, the p values are greater than
0.050 and the not significant, the alternative hypothesis is rejected,
Meta-Cognition Adaptability= 0.695 + (0.204*Successful Intelligence) +
(0.194*entrepreneurial self-efficacy) + (0.244*self-esteem) + (0.093*Achievement) +
(0.098*Autonomy)
Based on the above results, the final predictive model obtained is mm0.695
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This model indicates that when there is an increase of one measure of successful
intelligence, the meta-cognitive adaptability increases by 0.204 measures. For one measure
increase of entrepreneurial self efficacy, meta-cognitive adaptability increases by 0.194
measure, for one measure of increase in self-esteem, there is an increase of 0.244 measures
of meta-cognitive adaptability. For one measure of increase in achievement, there is an
increase of 0.093 measure of meta-cognitive adaptability. For one measure of increase in
autonomy, there is an increase of 0.098 measures.
Conclusion
It is found that there is an influence of entrepreneurial self efficacy, self esteem, and
achievement on Meta-Cognitive Adaptability. The study also highlighted that personal
control and risk and uncertainty does not influence on business performance among
entrepreneurs in Cuddalore district. It is recommended that entrepreneurs to be
entrepreneurial in order to increase their market share and business performance and further
indicated that authorities were more innovative, and risk takers of entrepreneurs with high
entrepreneurial orientation than firms with low entrepreneurial orientation. Hence, it is
concluded that Entrepreneurial Orientation as a uni-dimensional construct is an important
predictor of business performance.
References
Cooper, D.R. & Schindler, P.S. (2001), Business Research Methods, 7th edn., Irwin/
McGraw-Hill, Singapore.
Davis, D. & Cosenza, R.M. (1988), Business Research for Decision Making, 2nd
edn., PWS-Kent, Boston.
Fauzul Mafasiya Fairoz, Takenouchi Hirobumi and Yukiko Tanaka (2010)
Entrepreneurial Orientation and Business Performance of Small and Medium Scale
Enterprises of Hambantota District Sri Lanka. Asian Social Science, Vol.6 and No.3.
Hart, S. L. (1992). An integrative framework for strategy-making processes.
Academy of Management Review, 17(2), 327-351.
Mintzberg, H. (1973). Strategy-making in three modes. California Management
Review, 16(2), 44-53.
Rauch, A, Wiklund, J, Lumpkin, GT & Frese, M. 2009. Entrepreneurial orientation
and business performance: An assessment of past research and suggestions for the
future. Entrepreneurship Theory and Practice 33(3):761–787.
Rwigema, H, Urban, B & Venter, R. 2008. Entrepreneurship. Theory in practice.
2nd edition. Cape Town: Oxford University Press.
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Abstract
In India, most of the industries are not using Welfare concept properly at their workplace. In
India, industrialists compel workers to work in uncomfortable/ adverse conditions. Their
uncomfortable conditions lead to serious damages to worker. To measure the labour welfare
measures followed in these small-scale industries the researcher has made an attempt from
the employees‘ point of view on two aspects namely opinion about welfare facilities and
satisfaction towards the various labour welfare measures. The aim of undertaking this study
is to analyze the labour welfare measures followed in the small-scale industries functioning
in Trivandrum and to offer the suitable suggestions to improve the labour welfare measures
in the concerned small-scale industries.
Introduction
The industrial development in any country depends on a satisfied labour force. Mere
monetary rewards cannot make them feel satisfied. Various other benefits are to be provided
to the workers, which they cannot secure, by themselves. In almost all, the countries of the
world, statutory measure, were taken to ensure a minimum living wage and reasonably good
amenities. However, the modern worker cannot cope with the pace of modern life with
minimum sustenance (food) amenities. The bare minimum amenities alone cannot satisfy the
labour force and ensure the intellectual, physical, moral and economic betterment of the
workers. Labour welfare measures and amenities are provided not only to the employee of
the undertaking but also to their family members. These measures do not include those
facilities, which are statutory or obligatory under any contract between the employer and the
Employee.
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among labour, management and consumers. Again, rising level of productivity provides
opportunity for expansion of production sector as well as of re-employment of discharged
labourers and other resources.
Hypotheses
There is no significant association between nature of family of the respondents and
their opinion about welfare facilities.
There is no significant association between the intersections of gender, age,
educational qualification of the employees and their satisfaction towards welfare
measures.
Research Methodology
The research work is purely descriptive and analytical one. To study the research problem
the investigator has considered that the primary data is most appropriate one. The aim of the
descriptive research is to validate the formulated hypotheses that refer to the present
situation in order to elucidate it. To fulfill the objectives of the study and testing the null
hypotheses, interview schedule is used as an instrument to collect data from the selected
employees working in the small-scale industrial units functioning in the study area. The
instrument designed for the employees is divided into four sections to fulfill the objectives of
the study. The primary data required for the present study are collected with the help of
interview schedule. Pre-test was conducted before undertaking the survey. In the light of the
pre-test, the interview schedule was modified and restructured. The interview schedule
designed for the employees consists four parts. The primary data were collected from the
520 employees working in the small-scale industries functioning in the study area.
Table – 1
Nature of family of the respondents and their opinion about welfare facilities
- Result of Levene's Test for Equality of Variances
Levene's Test for Equality
t-test for Equality of Means
of Variances
Factors
Sig. (2- Mean Std. Error
F Sig. T Df
tailed) Diff. Diff.
Counseling * -
17.209 .000 518 .000 -.33942 .05144
services 6.599
** -
193.202 .000 -.33942 .05770
5.883
Advance * 1.117 .291 -.090 518 .928 -.00522 .05788
facilities ** -.087 219.166 .930 -.00522 .05978
Services of * -
1.636 .201 518 .000 -.10312 .02784
welfare officers 3.704
** -
246.359 .000 -.10312 .02694
3.828
Working * -
10.692 .001 518 .002 -.15339 .04978
environment 3.082
facilities ** -
235.799 .002 -.15339 .04930
3.111
Recreational * 1.697 .193 - 518 .127 -.09439 .06181
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facilities 1.527
** -
230.713 .129 -.09439 .06196
1.523
Other welfare * -
38.126 .000 518 .001 -.22411 .06456
measures 3.472
** -
292.839 .000 -.22411 .05751
3.897
Source: Computed Data (Note: * - Equal Variances Assumed; ** - Equal Variances Not
Assumed)
From the above indicates that the respondents differ significantly in the counseling services,
services of welfare officers, working environment facilities and other welfare measures
when they are classified based on their nature of family. That is the p value is less than the
acceptance level of 0.05 for these four factors. Hence, the null hypothesis is rejected and it is
concluded that there is a significant association between nature of family of the respondents
and their opinion about welfare facilities. That is the respondents differ significantly in their
opinion on these four factors when they are classified based on their nature of family.
Further, it is found that the significance value for the remaining two factors is more than the
acceptance level of 0.05 and it is concluded that the respondents do not vary in these
remaining two factors namely advance facilities and opinion about recreational facilities. It
is inferred that the employees of the small scale industries in the study area differ in their
opinion in the above said four factors when they are classified based on their nature of
family. Hence, it is suggested that the authorities of the small-scale industries in Trivandrum
may treat the employees of the small-scale industries equally without differentiating them
based on their nature of family.
Table 2
Intersection between the gender, age and educational qualification of the employees
And satisfaction towards welfare measures
From the above results of three way MANOVA, it is found that the employees‘ satisfaction
towards the labour welfare measures is varied for all aspects of the labour welfare measures.
The p value is less than the acceptance level of 0.05. Hence, the null hypothesis is rejected
and it is concluded that there is a significant association between the intersections of gender,
age, educational qualification of the employees and their satisfaction towards the labour
welfare measures. From this micro level, multivariate analysis it is inferred that the opinion
of the employees about satisfaction towards the labour welfare measures is varied when they
are classified based on their gender, age, and educational qualification. Hence, it is suggested
that the authorities of the small-scale industries in the study area may consider the gender,
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age and educational qualification of the employees to avoid the difference in their
satisfaction towards the various aspects of the labour welfare measures in the small-scale
industries functioning in the study area.
Major Findings
It is understood that the age group of 35-45 are working in the small-scale industries
in the study area; (46.30 per cent) have qualified up to high school level of education
in the study area and (43.30 per cent) are living in the rural area.
Regarding the marital status of the employees, it is found that most of the employees
(67.90 per cent) are in the married category; it is noted that the majority of
employees in the study area are living as joint family; (58.30 per cent) have more
than three children in their family.
It is found that most of the employees (64.60 per cent) are working in the small-scale
industries for the period of 10-20 years; (59.62 per cent) working in the small scale
industries are living in the rented house in the study area; (46.20 per cent) have more
than four dependents in their family.
Regarding the monthly income of the employees, it is found that most of the
employees (62.70 per cent) have earned Rs. 6000 - Rs. 12,000 per month as income
and (72.10 per cent) are not involved in the politics in the study area.
Knowledge about Labour Welfare Measures is must for all the employees who are
working in the small-scale industries. Regarding the knowledge of the employees
about the labour welfare measures, it is found that most of the employees (52.30 per
cent) do not have the knowledge of labour welfare measures.
It is found that there is a high positive correlation is found between the satisfaction of
the employees towards the statutory welfare measures and housing facilities. Hence,
the authority of the small-scale industries in Trivandrum is expected to provide better
statutory welfare measures to their employees.
Suggestions
The labour welfare measures should be planned so that these are related to the
workers‘ performance and background. This background should be used as a
foundation for job satisfaction, good health, security, new development and new
behaviour.
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It should be recognized that not all the workers react to welfare measures at the same
rate. Therefore, flexibility should be allowed in judging the rates of reaction of the
labour welfare activities.
Specific labour welfare objectives should be outlined based on the type of impact
required to achieve organizational goals and objectives.
The intelligence, maturity and motivation of the workers to provide labour welfare
work are assessed first. If deficiencies are noted in these respects, the labour welfare
measures may be postponed or cancelled until significant improvements are visible.
Conclusion
Manpower plays a significant role in raising industrial productivity in most of the industries
small-scale industries in particular. If the labour force is not adequately qualified, trained and
motivated, all the steps undertaken to enhance the industrial productivity would be futile.
The workers performance and attitudes have an immense impact on the productivity of an
industrial unit. Three important factors, which influence the productivity of labour force, are
– (a) ability and skill of the worker, (b) willingness of the worker, and (c) the environment
under which he has to work. This environment is affected by labour welfare activities. It is
universally accepted that the question of productivity is of vital significance to management,
workers and community in realizing the objective of Welfare State.
References
Anil. K. Bhatt., ―A Study of Expectancy of Welfare Measures in Cement Industry of
Rajasthan‖, IJRB, vol. 2, no. 3, (2016) pp. 65-71.
Parameshwaran., ―Effectiveness of labour welfare measures in Cheyyar Sugar Mills-
An empirical study, IJBARR, vol. 3, no. 5, (2014) pp. 34-43.
Balaji, C., ―Implications of Employee Welfare and Rewards on Job Satisfaction and
Productivity – An Insight‖, Research Journal, vol. 1, no. 1, (2013) pp. 54-62.
Sharma., ―Aspects of Labour Welfare and Social Security‖, Himalaya Publications,
Bombay, (2009).
Sivayya, K.V., Indian Industrial Economy, S.Chand and Company Ltd; New Delhi,
(2014).
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K.Pratheep,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur.
N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce,
Marudupandiyar College, Thanjavur.
Abstract
Turnover is the least supported by organizations because it has a potential to be hurtful to
them. This is to emphasize that the feeling of insecurities felt by staff cannot be left to
perpetuate. Leaving the insecurities to continue will result in a drop in employee morale,
develop stresses for them or lessen organizational commitment. The repercussions of leaving
with continued insecurities will lead to intentions to turnover, decreased commitment, and
decreased job satisfaction and eventually turnover. Non-Banking Finance Companies as any
other firms have always considered their employees as the backbone of their Companies and
aim at providing employee satisfaction enabling them to deliver better results year over year.
Some are also committed in providing their employees with many opportunities to learn and
advance in their career in their quest for having a satisfied work force. As proposed by many
researchers, a productive business outcome is interrelated to numerous human resource
constructs, such as employee job satisfaction, psychological empowerment, and employee
retention. Related to this, employees‘ job satisfaction and turnover intentions turn out to be
two prominent factors in the present study. Thus, this study intends finding out the effect of
job satisfaction on turnover intention of employees. The investigation will focus on the
employee reactions with regard to job satisfaction and intentions to turnover in Kosamattam
Finance, Kozhikode area.
Causes of Dissatisfaction
According to Grobler et al. (2007:128), job dissatisfaction is caused by an expectation that is
not met in the employee‘s understanding. Job satisfaction depends on pay, benefits,
supervision, co-workers, work, and the organization generally. In addition, some of the other
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Employee turnover
Turnover is defined as the movement of employees out of the organization. Turnover
intention is normally the predecessor of the actual turnover. It is defined as mental decisions
intervening between an individual‘s attitudes regarding a job and the stay or leave decision.
The occurrence of staff turnover in organization can be harmful to the organization in such
that high employee turnover becomes very costly to the organization because of monetary
costs incurred in recruiting, training, low productivity, more accidents and disruptions in
programmes and projects. Most importantly, it raises quality problems of the services/
products delivered, thus tarnishing the image of the organization.
Turnover intention
Turnover intention is an inclination among employees to quit their organization. Intention to
withdraw has been found to be a predictor of actual turnover among employees. Turnover
intention is an individual‘s probability estimated by themselves that they are going to leave
the organization permanently in near future. In reality, turnover intention is the direct
predictor of turnover behaviour and shows a combination of attitudes related to withdrawal.
Ethical considerations
The purpose of the study was made clear to all participants and they partook
voluntarily.
The study did not request any identifying information from the subject in order to
maintain confidentiality.
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Research methodology
The present study is also going through the predefined path of research methodology. The
primary data and secondary data are adopted in this study. In essence, the primary data that
obtained from the respondents consist of the participant‘s characteristics (age, gender, origin,
education level and occupation), job satisfaction and turnover intentions. 100 employees
were randomly selected in the different branches Kosamattam Finance, Kozhikode. This
includes branch head, assistant branch head, executive officers, cashiers and housekeeping
assistant.
A significant difference between gender and turnover intention (p<0.05) was found based on
the t-test analysis. Females(X=2.96) have a higher turnover intention than males (¯X =2.74).
This result is consistent with previous studies that found females have a higher turnover
intention than males (Carbery et al., 2003; Cotton and Tuttle, 1986; Lambert, 2006).
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Descriptive
How often have
you considered leaving your job?
95 per cent Confidence
Std. Std.
N Mean Interval for Mean Minimum Maximum
Deviation Error
Lower Bound Upper Bound
1–4
61 3.51 .698 .089 3.33 3.69 2 4
years
4–8
24 3.54 .658 .134 3.26 3.82 2 5
years
8 – 12
9 3.33 .866 .289 2.67 4.00 2 4
years
12 – 16
4 2.25 1.258 .629 .25 4.25 1 4
years
16 – 20
2 1.50 .707 .500 -4.85 7.85 1 2
years
Total 100 3.41 .805 .081 3.25 3.57 1 5
Source: Computed
ANOVA
How often
have you considered leaving your job?
Sum of Squares df Mean Square F Sig.
Between Groups 13.736 4 3.434 6.466 .000
Within Groups 50.454 95 .531
Total 64.190 99
Source: Computed
ANOVA
How often have you considered leaving your job?
Sum of Squares df Mean Square F Sig.
Between Groups 12.114 2 6.057 11.282 .000
Within Groups 52.076 97 .537
Total 64.190 99
Source: Computed
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ANOVA
How often have you considered leaving your job?
Sum of df Mean F Sig.
Squares Square
Between
13.648 4 3.412 6.413 .000
Groups
Within
50.542 95 .532
Groups
Total 64.190 99
Source: Computed
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Major Findings
The respondents were pleased with the following aspects: keeping themselves busy all
the time, using their abilities, being somebody in the community, having a steady
employment, doing things that do not go against their conscience and doing different
things from time to time. A number of respondents were not satisfied with the
opportunity they were getting to use their abilities and using their own judgment, and the
way the job provides for steady employment. Of note is the fact that there was a high
tendency of giving neutral responses. Overall, there appears to be more intrinsic job
satisfaction by than dissatisfaction.
The results suggest that there may be a concern regarding extrinsic satisfaction, which
has more to do with the way the managers handles his/her workers, pay and benefits as
well as possibility of progression and/or promotion within the organization. The results
showed that 60.0 per cent of respondents reported being satisfied overall with their
institution.
Aspects of the Job that Make it Dissatisfying: The respondents came up with various
issues, including location, implementation of policies, salary, and lack of better work
position, communication flow, work overload and temporary employment. 40.0 per cent
of the respondents mentioned salary as a worrying factor, followed by communication
flow (14 per cent), work overload (13 per cent), lack of better work position (12 per
cent), and temporary employment (12 per cent).
Aspects of the job that make it satisfying: 25.0 per cent of the respondents indicated that
the opportunities their jobs were affording them to learn and the empowerment they were
receiving were making them satisfied, team work was 2nd (23 per cent), followed by
independence in job (19 per cent), space for creativity (15 per cent).
Suggestions
Employees stated that they were not satisfied with their jobs basically because they felt
amongst others, they got low salaries, lack of better work position, work overload, temporary
employment, location and they sometimes were not clear as to what was expected of them.
The following are recommended:
Salary increment.(the significance test also supports this since employees who are
paid in relatively lower wage groups have higher turnover intention than people who
have higher wage group).
Improve work position by e.g. creating new intermediate positions with higher pay
grade and benefits. (The significance test also supports this since employees who
have higher position such as managers and assistant managers have lower turnover
intention than people who have low position such as associates).
Reduce Work overload by practicing equality in treatment of staff, so that efficient
team members are not burdened with work of inefficient members. Permanent
appointment of employees who are employed temporarily.
Empower employees through attendance of conferences, workshops and any other
forms or learning and training.
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Conclusion
The research findings have shown that the respondents perceive the institution to be
somewhat unappreciative of their efforts and dedication they put into it. If it does, it is to a
minimal extent. Overall, the results of the study indicated that there is reason for the
company to start worrying as the employees‘ level of job satisfaction and intentions to stay
are questionable. The respondents have suggested that the institution should strive for in
order to improve their job satisfaction and intentions to remain employed by the
organization. The institution perhaps needs to put into place support systems that are
effective to continuously ensure that performance is kept to the optimum.
References
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N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur.
Abstract
Performance appraisal has been considered as a most significant and indispensable tool for
an organization, for the information it provide is highly useful in making decisions regarding
various personal aspects such as promotions and merit increases. It is a process that involves
determining and communicating to an employee how he or she is performing the job and
ideally, establishing a plan of improvement. In this research paper, the sample constitutes the
permanent employees belonging to different departments. The data were collected from the
primary and secondary sources. Stratified random sampling technique was done to draw the
sample size of 50 respondents from the lot of 90 employees. The major findings of the study
were there is a significant relationship between the appraisals based training with
improvement in performance. So there is a strong correlation between satisfactory level of
the employees and monitory rewards. The main suggestions for the performance appraisal
activities are; Employees can be motivated with rewards, promotions based on their
performance appraisal. Suitable training programmed has to be arranged after the appraisal
made. Performance rated can be communicated to the employees so that they will know their
level of performance.
Introduction
Performance appraisal is a method of evaluating the behaviour of employees in the work
spot, normally including both the quantitative and qualitative aspects of job performance. It
is a systematic and objective way of evaluating both work related behaviour and potential of
employees. Performance appraisal is necessary to measure the performance of the employees
and the organization to check the progress towards the desired goals and aims. Performance
appraisal continues to be a subject of interest and importance to human resource specialists.
For decades, performance appraisal has received considerable attention in the literature, from
both researchers and practitioners alike.
The information gathered and performance appraisal provide basis for recruitment and
selection, training and development of existing staff, and motivating and maintaining a
quality human resource through correct and proper rewarding of their performance.
Definition
According to ACAS [1988] appraisals are, ―regularly record an assessment of an employee‘s
performance, potential and development needs‖. The appraisal is an opportunity to take an
overall view of work content, loads and volume, to look back at what have been during the
reporting period and agree objectives for the next.
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Review of literature
Dr.V.Antony Joe Raja and R.Anbu Ranjith Kumar (2016) in their study titled ―a study on
effectiveness of performance appraisal system in manufacturing industries in India‖
concluded that the Performance appraisal system in company is effective but there exist
certain criteria like seniority merits. Potentials of the employees that are too considered for
effective functions. Based on the findings of the study some valuable suggestions have been
offered. It is hoped that the findings and suggestions will be useful in improving the existing
employee performance annual appraisal system.
A.Suhasini and Dr.Kalpana Koneru (2016), in their study titled "A study on Effectiveness of
performance appraisal system in Educational institutions" concluded the purpose and
therefore implementation of performance appraisal is essential. The development of
systematic approaches is required; one that approximates best practices and sees to develop a
collaborative professional culture that facilitates the ongoing refinement of effective
teaching is required. Teaching that lead to improved student outcomes requires various
methodologies and performance standards to be set and proper performance appraisal. It is
clear that the systematic significant and sustained performance appraisal process/system are
developed that lead to improved outcomes for all the students in the colleges. However the
performance appraisal system should be modified with personal biases, likes and dislikes of
the appraisers.
Research Methodology
As the researcher aim to study and describe the various aspects performance appraisal of the
employee and also seeks to find out the contributing factors and association with selected
variables with employee performance appraisal thus the research design adopted is
descriptive research design. Stratified random sampling method is being used for the survey.
The sample size selected for the study was 50 respondents. The researcher used
questionnaire method to collect data from the employees. The questionnaire consisted of two
parts, the first part being the personal data and the second part contained 18 questions under
5 point scales. Primary source of data include those data which are collected for the first
time. Secondary source of data was collected from personal records, books Magazines,
Journals, Internet, etc. The data collected were carefully analyzed and processed using
statistical techniques such as percentage analysis, Chi-square, Karl Pearson coefficient of
correlation and weighted average.
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Analysis of Data
From the table it is observed that 50 per cent of the employees feels that appraisal system is
to measure the performance, 34 per cent of the employees feels to identify skills, 16 per cent
of the employees feels to recognize and reward .This shows that majority of employees feels
that to measure the performance.
From the table it is observed that 12 per cent of the employees are highly satisfied, 76 per
cent of the employees are satisfied, 8 per cent of the employees are moderately satisfied, 4
per cent of the employees are dissatisfied, none of the employees are highly dissatisfied.
This shows that majority of the employees are satisfied.
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Table: 4 Cross tabulation between the satisfaction level and training program.
Statements:
H0 = There is no significant relationship between the appraisal based training with
improvement in performance.
H1= There is significant relationship between the appraisal based training with improvement
in Performance.
Chi-Square Test
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Since the calculated value is greater than the tabulated value. So we reject the null
hypothesis. There is significant relation between the appraisal based training with
improvement in performance.
Table: 5 Correlation between the satisfaction of the employees and monetary reward.
n (∑dxdy) - ∑dx.∑dy
Correlation coefficient r =
√n (∑dx²) – (∑dx) ². √n (∑dy²) – (∑dy)²
5(506) - 0×0
r= = 0.8342
√5×1000 - 0×√5×368 – 0
From the result we can see that the value is positive. The value of the positive correlation co-
efficient ‗r‘ is between o and 1. So there is a strong correlation between satisfactory level of
the employees and monetary reward.
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Suggestions
Most of the employees were satisfied with the appraisal system followed in the
organization. But the employees were not aware about the rated performance level. If
it is communicated periodically, they can improve their performance.
Since there is relationship between appraisals based training and performance of the
employee, the company can give versatile training performances to different
categories of employees.
The company can encourage for self appraisal of the employees. For this the
company can set a self-appraisal from and make the employees to rate their
performance. This helps the employees to know their level of performance and
standards.
Conclusion
Performance appraisal system followed at TV Sundaram Iyengar and Sons was evaluated
and found to be good. By providing suitable training and development programs, the concern
organization can improve the performance appraisal system. Performance appraisal is
inevitable for every organization because it helps in the employee relation with his
subordinates and superiors, and increases the employee morale. So performance appraisal
system should be designed in such a way that it works effectively. The performance review
and feedback can be made as part of the day to day communication with employees. This
will not only ensure the effectiveness of performance appraisal but will help the employees
to understand their draw back and can correct themselves Hence overall organization
improvement can also be achieved.
References
Dr .V. Antony Joe Raja. A Study on Consumer Perception in Facilities
Management among the Middle Income Public in India for Various Analytical
Factors Applied In the Strategic Management. International Journal of
Management, vol. 5, no. 1, (2014), pp. 01-17.
Vijayalatha S., Brindha G., Emerging employee retention strategies in it industry,
International Journal of Pharmacy and Technology, vol. 8, no. 2, (2016), pp.
12207- 12218.
Karthik A., Brindha G., Green revolution conversion of offline education to online
education, International Journal of Pharmacy and Technology, vol. 8, no. 3, (2016),
pp. 15393-15407.
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Nebu Cherian.P,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur.
N.Santhoshkumar
Assistant Professor and Research Advisor in Commerce,
Marudupandiyar College, Thanjavur.
Introduction
Employee Engagement has become a popular topic for scholars and practitioners in recent
years. Employee Engagement is defined by Towers Perrin (2003) as a combination of
―emotional and rational factors relating to work and the overall working experience. The
emotional factors tie to people‘s personal satisfaction and the sense of inspiration and
affirmation they get from their work and from being part of their organisation. The rational
factors, by contrast, generally relate to the relationship between the individual and the
broader corporation‖. Lawson, McKinsey and Company (2009) have defined an engaged
employee as ―committed and will go above and beyond, passionate and takes ownership for
the quality of their work, paints a positive image of the organisation and recommends it and
its products, services to others, understands how their work results in meaningful outcomes
and vigorously pursues the organisations goals.‖ These definitions clearly define to the full
extent employee engagement and the roots of subject. The focus of this dissertation is an
evaluation and measurement of employee engagement. Employee engagement is defined by
Kahn as ―the harnessing of organisational members‘ selves to their work roles; in
engagement, people employ and express themselves physically, cognitively and emotionally
during role performances‖ (Kahn, W.A. 1990). Within the literature review, the researcher
reviewed academic as well as practitioner research relating to the subject matter of employee
engagement. The researcher, in completion of the dissertation, utilized peer review journals,
as well as internet searches in order to find up to date practitioner publications on employee
engagement. Every organization performs its task with the help of resources as men,
machine, materials and money. Except work force, other resources are non-living, but work
force is alive and generating resource. Labor utilizes other resources and gives output. If
manpower is not available then other resources are useless and cannot produce any things.
Out of all the factors of production, work force has the highest priority, is the most
significant factor of production, and plays a pivotal role in areas of productivity and quality.
In case, lack of attention to the other factors those are non-living may result in a reduction of
profitability to some extent. However, ignoring the human resource can prove to be
disastrous. In a country where human resource is abundant, it is a pity that they remain
under-utilized. In the wording of Oliver Sheldon, ―No industry can be rendered efficient so
long as the basic fact remains unrecognized that is human.‖ The people at work comprise a
large number of individuals of different sex, age, socio-religious group and different
educational or literacy standards. These individuals in the work place exhibit not only
similar behaviour patterns and characteristics to a certain degree but also they show much
dissimilarity. Technology alone, however, cannot bring about desired change in economic
performance of the country unless human potential is fully utilized for production. The
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management must therefore be aware not only organization but also employees and their
needs.
Literature review
Nigam Rachna, et. al., (2018) observed that the private sector is much more advanced, aware
of the latest, and best in class performance management practices. The employees of these
private sector organizations have full knowledge of the performance management activities
and methods prevailing in their respective organizations. The satisfaction levels of the
employees of private sector are much more than that of the employees of public sector
organizations. Performance Management is taken very seriously and is conducted accurately
and systematically in private sector whereas, it a treated as a mere formality in public sector
organization.
Yoganandan, et. al., (2016) found out the effectiveness of performance appraisal system of
employees in Seshasayee Paper and Boards Limited, Erode. For this purpose, a sample size
of 313 was selected among the total population of employees working in the organization
through stratified random sampling technique. The study found that there is a significant
relationship between designation of the employees and their perception on the rewards given
for good performance and there is no significant relationship between designation of the
employees and the punitive action taken for poor performance.
The study suggested the appraiser or the supervisor of the employee working in different
department must identify the performing employee and such employees shall be given with
both monetary and non-monetary rewards.
Budhi Sagar Mishra (2015) concluded that research by effective performance management
system is a key tool of communication and motivation within the organization. There should
be the strong support from management for carrying out fair and transparent performance
appraisal system. If employer has to reduce the labour turn over, he has to reward and
develop his employees. If employees are satisfied definitely brand and profit is created into
the market. So based on performance there should be some incentive and benefits and
promotion policies to the employees, there can also be non-monetary benefit.
Deepmala Singh (2014) studied the importance of performance appraisal for the better
working of the management in BHEL Company. This research aims to figure out the
effectiveness, the awareness level and satisfaction level of employees on Performance
appraisal system with special reference to BHEL, HERP (Varanasi). This study reveals that
if employees are satisfied definitely brand and profit is created into the market. The adoption
of such a system will provide for significant organizational gain and result in the
achievement of consolidating desired organizational directions. Therefore, the performance
Appraisal system should be taken in a positive way. By appraisal system, Organizational
capabilities will be building by identifying key result areas of every individual. Based on the
same training need will also be identified. By appraisal system, the best performer gives the
quality work, where effective performance appraisal has a positive effect on corporate
performance and profitability.
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Research methodology
The study has made use of the Case study Method and Survey Method of research to achieve
the set objectives. The employees are classified as top-level cluster, middle level cluster and
lower level cluster. The executives, supervisors and artisans belong to top level, middle level
and lower level management respectively. There are 1244 employees are working of which,
202 employees are top level, 436 employees are middle level and 606 employees are lower
level management. The researcher determines 30 per cent of the employees in each cluster.
Thus, a total sample consists of 61 higher level, 131 Middle level and 182 Lower level
employees were selected as a sample of the study unit under cluster random sampling
method. The questionnaire was administered to the sample respondents to collect the
required primary data. Secondary data were collected through various sources such as
journals, research articles, relevant books, manuals and web sites.
Table 1.1 shows that among the respondents who have low awareness about the overall
performance management system, about 63 per cent of the respondents are male and 37 per
cent of the respondents are female. Out of 121 respondents who have moderate awareness,
nearly 67 per cent and 33 per cent of the respondents are male and female. Out of 68
respondents who well informed about the performance management system the majority of
the respondents are male. Therefore, it can be inferred from the table that male employees
have low awareness when compared to female employees with the overall performance
management system of the study unit.
Table – 1.2 Age and level of awareness
Age Low Moderate High Total
Less than 40 54 (29.19) 08 (06.61) 04 (05.88) 66 (17.65)
40 – 50 82 (44.32) 03 (02.48) 06 (08.83) 91 (24.33)
More than 50 49 (26.49) 110 (90.91) 58 (85.29) 217 (58.02)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Source: Primary data, Figure in the bracket is percentage of total
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Table 1.2 reveals that among the respondents who reveal low awareness, about 44
per cent, 29 per cent and 26 per cent of the respondents belong to the age group of 40-50
years, less than 40 years and more than 50 years of age. Out of 121 respondents who have
moderate awareness, nearly 91 per cent of the respondents were more than 50 years of age.
In case of the respondents who have a high level of awareness, 85 per cent of the
respondents were in the age group of more than 50 years. Therefore, it can be inferred from
the table that well experienced employees have high awareness with overall performance
management systems of the study unit.
The table 1.3 shows that out of 185 respondents who have low awareness, about 88
per cent of the respondents are married and nearly 12 per cent of the respondents are
unmarried. Among the respondents who exposed the moderate and high level of awareness
the majority of the respondents are married. Therefore, it can be inferred from the table that
the married employees have low awareness about the performance management system the
of the study unit.
Table 1.4 shows that out of 185 respondents who revealed a low awareness, nearly 71 per
cent, 17 per cent and 12 per cent of the respondents are having 3-5 dependents, more than 5
dependents and less than 3 dependents respectively. Among the respondents who expressed
moderate and high level of awareness, as much as 44 per cent and 50 per cent of the
respondents have 3-5 and less than three dependents. Therefore, it can be inferred from the
table that employees belong to medium and large family have low awareness with
performance system of the study unit.
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It is observed from the table 1.5 that out of 185 respondents who exposed low
awareness, the majority of the respondents have two earning members followed by 16 per
cent and 15 per cent of the respondents have more than two and one earning member.
Among the respondents who expressed moderate and high level of awareness, about 44 per
cent and 51 per cent have two earning members and one earning member respectively.
Therefore, it can be inferred from the table that the employees who have more than two
earning members have low awareness about the performance management system of the
study unit.
Table 1.6 shows that out of 185 respondents who have low awareness, as much as 49
per cent of the respondents were studied diploma courses, 44 per cent of the respondents
were undergraduates, and nearly 12 per cent of the respondents were postgraduates. Those
respondents who exposed the moderate and high level of awareness the majority of the
respondents were undergraduates and postgraduates respectively. Therefore, it can be
inferred from the table that low educated employees have poor awareness about the
performance management system of the study unit.
Table 1.7 shows that out of 185 respondents who reported low awareness about the
performance management system, nearly 48 per cent, 31 per cent and 22 percent of the
respondents were less than 5 years, 5-10 years and more than 10 years of work experience
respectively. Out of 121 and 68 respondents who have moderate and high level of
awareness, the majority of the respondents have 5-10 years and more 10 years of work
experience. Therefore, it can be inferred from the table that low experienced employees
have poor awareness about the performance management system of the study unit.
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Table 1.8 shows that out of 185 respondents who exposed low awareness nearly 46 per cent,
44 per cent and 9 per cent of the respondents' monthly income was less than Rs. 50,000, Rs.
50,000 – 75,000 and more than Rs. 75,000 respectively. Among the respondents who have
moderate and high level of awareness, about 64 per cent and 43 per cent of the respondents'
monthly income was Rs. 50,000 – 75,000. Therefore, it can be inferred from the table that
low income group of employees has poor awareness about the performance management
system of the study unit
Table 1.9 shows that the level of awareness was assessed with variables such as gender, age,
marital status, number of dependents, number of earning members, educational
qualifications, working experience and monthly income. From the analysis among them
there is a significant difference between gender and level of awareness, age and level of
awareness, number of dependents and level of awareness, number of earning members and
level of awareness, educational qualifications and level of awareness, work of experience
and level of awareness and monthly income and level of awareness about the performance
management system of the study unit.
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Major findings
The study reveals that the employee belongs to higher level management have a
higher awareness of organizational strategies than that of middle and lower level
management in the study unit.
It is observed from the study that the employees belong to lower level management
have low awareness about the performance planning of the study unit.
The study shows that the employees belong to middle and lower level management
has poor awareness than higher level management about the goals and performance
measures of the study unit
It is observed from the study that the employee of lower level management
awareness of performance standard is very poor in the study unit.
The study reveals that the employees of lower level management have a very poor
awareness of performance management system and feedback in the study unit.
The study shows that the middle and lower level management have low awareness
about the performance rating of the study unit.
It can be concluded from the study that the middle and lower level management
employees have low awareness in general and lower level employees have very poor
awareness, in particular about performance management, training, and development
of the employees in the study unit.
It is observed from the study that the employees of the higher-level management
have moderate awareness, whereas employees of the middle and lower level have
poor awareness about the performance management and reward in the study unit.
Suggestions
The Travancore Cements Ltd., Kottayam should create awareness of performance
management system with regard to Organizational strategy, Performance planning,
Goals and performance measures, Performance Standard, Performance management
system and feedback, Performance Rating, Performance management and Training
and development and Performance management and Reward for the employees in
general and employees of the middle and lower management in particular to increase
their perception and satisfaction with the performance management system.
The management should conduct orientation and refresher programmes periodically
to all the different level of employees to create awareness about the performance
management system.
Provide training to employees to enhance self-awareness and provide orientation to
all employees about the implementation of the 360-degree appraisal process and
strengthening the mentoring and coaching processes are as performance
improvement tools.
The awareness sessions for the employees/appraises should be made more interactive
and the views and opinion of the appraises regarding appraisal should be given due
consideration and information regarding the performance of the employees should be
kept in a proper manner.
The performance management system should be job-related. Job description should
be given to the employees. Bring them into the line of the organization's goals with
the job objectives so that every employee's work lead to the organizational goal.
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Conclusion
To conclude, the result of the study reveals that the employees of higher level management
well aware whereas middle and lower level management employees have poor awareness of
the overall performance management system of the study unit. It can be concluded from the
study that the employees of higher-level management perceive moderate satisfaction,
whereas employee of middle and lower level perceived low satisfaction about the overall
performance management system of the study unit. The study further reveals that the study
indicates there is a strong relationship between the awareness of the employees and their
perception about performance management system. The study also indicates that awareness
is a strong predictor of the perception of the employees about performance management
system. The results of the empirical analysis indicate that if the study unit creates higher
awareness of performance management system, this can improve the perception of the
employees about the performance management system of the study unit. Finally, the
performance management has increasingly become part of a more strategic approach to
integrating HR activities and business policies and may now be seen as a generic term
covering a variety of activities through which organizations seek to assess employees and
develop their competence, enhance performance and distribute rewards. The principal
purpose of performance management system should be to improve the employee and the
organizational performance. The system must be based on a deep regard for people and
recognize that employees are the most important resource. The system should first contribute
to the satisfaction of all the employees. This tenet will require a continuous effort in
counseling, coaching and honest, open communications between the employee and
supervisors. The implementing effective performance management is one of the vital factors
for the organization to survive in the highly competitive business environment.
References
Agbola et al, ―The Effectiveness of Performance Appraisal as a Tool for
Enhancing Employee Performance in the Public Health sector‖, Global Management
Journal, 2011.
Dick G. (2011), ―Performance Appraisals are not Only About Numbers ―, Economic
Times, 8th Nov 2011.
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Introduction
An organization is a social system consisting of people. Employees undoubtedly are a
critical element in any business process or in an organization. People are vital assets of an
organization which activate all non-human resources. They are the physical and intellectual
capital along with money and machine to achieve the specified organizational goals.
However, a mere employment of people, could not assure the realization of organizational
goals. These human resource need to be properly deployed, tuned, directed, revised and
updated. Effective functioning of the organization depends on the degree of co-operation and
support of the people. There is a popular saying in the context of managing people; ―Best
people produce best results and best organization produce best people.‖ To make an
organization best, there should be a strong bound between employer and employees. There
should be unbreakable relation between them. Industrial relations are used to denote the
collective relationships between management and the workers. Traditionally the terms
industrial relations is used to cover such aspects of industrial life as trade unionism,
collective bargaining , workers participation in management , discipline and grievance
handling , industrial disputes and interpretation of labor laws and rules and code of conduct
.Industrial relation is a multi-disciplinary field that studies the employee employer
relationship. Industrial relations is increasingly being called employment relations or
employee relations because of the importance of non -industrial employment relationships ,
this move is sometimes seen as further broadening of the human recourses management
trend.
Importance of Employee Satisfaction
Employee satisfaction is of utmost importance for employees to remain happy and deliver
their level best. Satisfied employees are the ones who are extremely loyal towards their
organization and stick to it even in the worst scenario. They do not work out of any
compulsion but because they dream of taking their organization to a new level. Employees
need to be passionate towards their work and passion comes only when employees are
satisfied with their job and organization overall. Employee satisfaction leads to a positive
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ambience at the workplace. People seldom crib or complain and concentrate more on their
work. The first benefit of employee satisfaction is that individuals hardly think of leaving
their current jobs. Employee satisfaction in a way is essential for employee retention.
Organizations need to retain deserving and talented employees for long-term growth and
guaranteed success. If people just leave you after being trained, trust me, your organization
would be in a big mess. Agreed you can hire new individuals but no one can deny the
importance of experienced professionals. It is essential for organizations to have experienced
people around who can guide freshers or individuals who have just joined. Employee
attrition is one of the major problems faced by organizations. Retaining talented employees
definitely gives your organization an edge over your competitors as they contribute more
effectively than new joiners. Moreover, no new individual likes to join an organization,
which has a high employee attrition rate. Employees who are not satisfied with their jobs
often badmouth their organization and warn friends and acquaintances to join the same.
Employee satisfaction is essential to ensure higher revenues for the organization. No amount
of trainings or motivation would help, unless and until individuals develop a feeling of
attachment and loyalty towards their organization. Employees waste half of their time
fighting with their counter parts or sorting out issues with them. Trust me; employees who
are satisfied with their jobs seldom have the time to indulge in nasty office politics. They
tend to ignore things and do not even have the time to crib or fight with others. Satisfied
employees are the happy employees who willingly help their fellow workers and cooperate
with the organization even during emergencies. Satisfied employees tend to adjust more and
handle pressure with ease as compared to frustrated ones. Employees who are not satisfied
with their jobs would find a problem in every small thing and be too rigid. They find it
extremely difficult to compromise or cope up with the changing times. On the other hand,
employees who are happy with their jobs willing participate in training programs and are
eager to learn new technologies, software‘s which would eventually help them in their
professional career. Satisfied employees accept challenges with a big smile and deliver even
in the worst of circumstances.
Review of literature
Balasubramanian, Vasanthakumar and Bala (2012) examined the issues related to the
Employee satisfaction of the Library professionals working in colleges imparting
management education in and around Madurai, Tamil Nadu. This paper attempted to
evaluate the job satisfaction of library professionals based on questionnaire based survey
method. 65 questionnaires were distributed out of which 58 responses were received. To
know the level of job satisfaction of library professionals with various qualifications, gender,
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marital status, and to find the category wise job satisfaction level, and to find the working
conditions of library professionals involved in the job satisfaction etc. are the objectives of
the study. The data analyses indicated that the library professionals are satisfied with their
job. Maharana, Murmu and Majhi (2012) studied the Motivation of library personnel in the
Engineering College Libraries in Bhubaneswar, Orissa. This study is carried out to find out
the level of work motivation among the library professionals working in 18 engineering
college libraries of Orissa. To explore the present state of professional manpower, to find out
the level of job motivation among the library professionals, to find out the working
conditions, and to find out various factors affecting the work motivation of the library
professionals in the engineering college libraries. The result of the questionnaire survey
among 60 respondents demonstrates were the main objectives of study positively motivated
library personnel in the libraries. The article of Baro, Fyneman and Zukemefa (2013) is to
investigate the level of job satisfaction among cataloger librarians in University libraries in
Nigeria. 86 catalogers from 29 university libraries in Nigeria participated in the survey. A
questionnaire was used for data collection, which was e-mailed to catalogers. Overall 86 per
cent of the catalogers satisfied with their current job. The findings revealed that catalogers in
university libraries in Nigeria are dissatisfied with dimensions such as roles and
responsibilities, work place culture, rewards and professionals development. On the other
hand, they satisfied with administration and supervision, performance evaluation and
opportunities.
Statement of the problem
The increasing measure of closer association of the workers with the management in the
working of the industry helps in promoting increases in productivity for the general benefit
of the organization, employees and the country. There are many causes, which have led to
poor industrial relations, and there are conditions, which can generate good industrial
relations. A correct perspective of employee satisfaction is possible on an appreciation of
the same stages of development through which a company has passed over a period to the
present moment. In order to evaluate on to what extent employees are satisfied in a firm and
their relations with the management this study is done.
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organization depends on the degree of co-operation and support of the people .The study
provides Information about the industrial relation in a firm and its effect and benefits to
employees and organization .In order to evaluate how strong the industrial relation prevails
in a firm and to make better relations.
Objectives of the study
To understand and analyze the factors responsible for employee satisfaction
To analyze the perception of employees regarding employee satisfaction of ―High
Range Fertilizers, Puliyanmala‘‘
To evaluate the impact of trade unions in employee employer relations.
To study the role of management in employee satisfaction
Finally, to offer valuable suggestions to based on findings of the study.
Hypothesis
The employees are satisfied with the management and facilities of the
organization.
The two attributes gender and bonus are independent to each other. (i.e. they are
not associated)
Scope of the study
The scope of studies covers the current and prospective employees of High Range
Fertilizers, Puliyanmala to know their level of employee satisfaction. This is because they
plats major role in organizational productivity.
Research methodology
Methodology is the procedure used in a research study. The success of the study
depends on the stability of the method. Both primary and secondary data were collected and
used for the study. The information collected under primary data is mainly based on using
sampling techniques with the help of questionnaire and discussion with the employees in the
organization. The internet and different books were main sources of secondary data.
Statistical tools like chi-square, percentage‘s, charts, tables etc... Were used for analysis. The
data for the topic employee satisfaction is collected from 180 respondents. The samples have
been selected under convenient sampling. The data collected from various sources is
analyzed by applying simple percentage and presented with the help of chart diagrams and
tables.
Testing of hypothesis
This section deals with testing of hypothesis formed for the purpose of study. The hypothesis
is tested using scaling technique. The respondents were asked to mark their opinion on a five
point rating scale, highly satisfied, satisfied, dissatisfied, highly dissatisfied and neutral.
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Point in order of 5, 4, 3, 2, and 1, were respectively given to each response as weight. The
weighted mean score of each facility is calculated. The weighted mean score is compared
with the expected mean score of 3 to know the level of satisfaction of the respondents. If the
calculated mean score is higher than the expected mean score, the respondents are presumed
to be satisfied with the organization.
Expected mean score = 5+4+3+2+1 =3
5
Null hypothesis (H0): The employees are satisfied with the management and facilities in the
organization.
Alternative hypothesis (H1): The employees are not satisfied with the management and
facilities in the organization.
Employees response regarding management and facilities
available at High range Fertilizers Puliyanmala
Highly Highly No
S. No Particulars Satisfied Dis-satisfied
Satisfied Dis-satisfied Opinion
1 Relation with management 84 96 0 0 0
2 Salary packages 48 54 27 12 39
3 Bonus 15 30 42 54 39
4 Medical reimbursement 84 96 0 0 0
5 Timely disbursement of salary 180 0 0 0 0
6 Allowances 150 30 0 0 0
7 Accommodation facilities 120 27 0 0 33
8 Gratuity schemes 0 0 138 0 42
9 Employee PF 0 0 150 0 30
10 Pension plan 0 0 0 180 0
11 Group investment schemes 0 0 0 162 18
12 Welfare fund 0 0 0 180 0
Grand Average 7347/180=40.81
40.81/12=3.4
Note:
The figures in the columns satisfied, highly satisfied, dissatisfied, and highly
dissatisfied and no opinion are obtained by multiplying the no of respondents with
relevant weights.
TWS=Total weighted score is arrived at by adding the figures in the columns of
satisfied to neutral.
AVG=Average is arrived at by adding the TWS with the total no of respondents that
is 180. Hypothetical mean = 3; Calculated mean=3.4
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Since the calculated mean is higher than the expected mean value hypothesis is not
rejected. In addition, the grant average score is also greater than the expected mean
value. There for we can arrive at the conclusion that the facilities and management of
high range fertilizers Puliyanmala are satisfactory for the employees. Hence,
hypothesis 1 is not rejected.
Hypothesis: 2
Null hypothesis (H0): The two attributes gender and bonus are independent to each other.
Alternative hypothesis (H1): The two attributes gender and bonus are dependent on each
other.
Bonus Male Female Total
Satisfied 20 20 40
Highly Satisfied 26 18 44
Dissatisfied 20 12 32
Highly Dissatisfied 12 14 26
Neutral 18 20 38
Total 96 84 180
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After testing hypothesis 2 it has been found that the two attributes are
independent and it was not rejected i.e... That means they are not associated.
Suggestions
Provide a group investment scheme in the industry.
Implement provident fund and gratuity schemes as early as possible.
Provide bonus as proportionate to the salary packages.
Provide welfare funds for the beneficial of the workers.
Implement pension plans for the employees.
Salary packages can be modified.
A new lab and related equipment‘s can also be provided for salt testing.
Conclusion
Employee satisfaction is quite simply how content or satisfied employees are with their jobs.
Employee satisfaction can affect the productivity of the workforce and financial
performance. More specifically it has been well established in the relations can have both
positive and negative impact on productivity. The study entitled ―Employee satisfaction‖
tries to analyze the factors responsible for Employee satisfaction and we interpreted that the
basic facilities, relation with the management, motivational techniques, and the reward
determines the employee satisfaction. It also emphasis to assess the perception of employees
regarding employee satisfaction and to evaluate the impact of trade unions in Employee
satisfaction in the particular industry and we reached the conclusions that almost all the
employees are satisfied with the facilities, attitude and behavior of management. From the
analysis, we have reached the conclusion that there exist strong relations with the employees
and management in the industry. The management should take necessary steps for the
speedy implementation of welfare funds, provident funds, and gratuity schemes. From the
study, it has been observed that management operates in co-operation with the employees. It
is the strong rapport of employees with the management of high range fertilizers that holds
back them in the industry.
References
Arun Monappa, ―Labour Welfare and Social Security‖ in Industrial Relations, Tata
McGraw-Hill Publishing Company Limited, New Delhi, 1990, pp. 243-271.
Tripathi, P.C. ―Labour Welfare and Social Security‖, Personnel Management and
Industrial Relations‖, Sultan Chand & Sons, New Delhi, 1998, pp 325-363.
Michael, V.P. ―Labour Welfare Measures and Labour Welfare Officers‖ in Human
Resource Management and Human Relations, Himalaya publishing House, Mumbai,
2001, pp.612-618.
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N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur.
Introduction
Now a day‘s hospitals are confronting great competition and scarce resources than ever
before. They are also severely challenged by the external and internal environment to
achieve their goals effectively and efficiently. Women‘s are playing an important role in
determine the quality and cost of health care. It is argued that they have the potentials to be
part of solution to key problems in health care. Because they are playing crucial role in their
organization. Performance and their family well-being. Women‘s work life balance is found
to influence the hospital performance and productivity. Due to high work pressure in private
sector job .It has also become difficult for women to maintain a healthy family life .Hence it
assumed that work life balance can help in bringing a huge transformation in an
individual‘s life .this will further help the individuals in realizing their dreams also. For
implementing the work life balance practice ,it is essential for the employer to understand
its importance .For supporting work life balance the employer may have to incur additional
cash in implementing such polices .Work life balance helps in describing a balance between
person and working life. The term work life balance is given performance as it include the
experience of working mothers and helps in exploring new ways of working and living for
them. Managing a balance between family and work life is the biggest challenge for both
working people and the organization. Work and family life have been integral part of a
women‘s life. These two together forms an integrated completely and therefore attracts a lot
of attention. The need to study the inter linkages becomes all the more important with the
increasing number of women entering into the formal working environment. Work life
balance is balancing the priorities of career goals, family goals. Career goals include
promotion employment status, monetary earnings and family goals include spending more
time with family members for spiritual activities, pleasure leisure, health, education and
careers of family members.
Literature review
Balaji (2014) observed that it becomes highly important to study what women undergo in
their carrier path as they will be handling their family as well at the same time and the stress
and the work pressure is far more than others as a lot of time management, job management,
kid management, hour‘s management everything is put under criteria. It is critical for work
and family research to fully understand the conditions under which the married women
employees, experience conflicts between their roles. There is a need to consider working
environment, job satisfaction, family support and number of working hours in the failure
research. In order to attain in depth understanding of once work and family life researcher
who study work and family role should include multiple perspectives such as job stress
quality of life, mental health and work demands .In addition it is necessary to explore
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multiple waves of dollar collections over a large period of time to better understand the
changing nature of work family roles over time.
Yadav and Dabhude (2013) have concluded that the women working in all types of
professional demonstrating that there are no gender differences in work. The increasing
demands at work place, the interface between work life and personal life needs more
attention. It leads to stress and such situation affects personal health both psychologically
and physiologically.
Sudha and Karthikeyan (2014) reveal the overview of the various challenges and issues
faced by women employees to achieve WLB. To achieve WLB every woman should get
good and exceed both in carrier and in family. Some of the strategies and skills at work such
as planning organizing, setting limits can be used at home, and work place for accomplishing
a satisfying and fulfilling well balanced life both professionally and personally. Women
employee should care the family both physically and financially to satisfy the family needs.
Also works for accomplishment of organizational objectives and individual upliftement to
satisfy the career needs. Organization need to adopt human resource strategies and polices to
overcome the issues of the work life balance of women in the current business environment.
Hypothesis
There is no significant difference between working environment and satisfaction
level of employees.
There is no significant difference between expectation of women employees and job
satisfaction level of employees.
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Research methodology
For the purpose of the study, primary data was collected through Questionnaire. The
secondary data used for the study were collected from magazines, journals and other thesis
related to the area of the study. For the purpose of the study, stratified sampling techniques
were applied. Sample size selected for the study was 200. Out of the 200 Employees, 100
Employees from Government hospitals and remaining 100 from private sector hospitals.
Null Hypothesis
There is a no significant difference between working environment and job satisfaction level
of women employees.
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Null Hypothesis
There is a no significant difference between expectation of women employees and job
satisfaction level of employees.
Major Findings
In this study reveals most of the women employees in government hospitals strongly
agree with the present job is convenient for balancing the life as compared to the
private hospitals .In private hospitals majority of the women employees are disagree
with the opinion and some of them are strongly disagree with this out of the 100
respondents 2 per cent of women employees in government hospitals has neutral
about this and 4 per cent of women employees in private hospitals has neutral about
this.
Majority of the women employees in government hospitals strongly agree with the
opinion of working from home. Women employees in government hospitals 2 per
cent of respondents have no opinion about this they are in neutral zone. Among the
private hospitals, majority of the respondents are strongly agreed with the opinion.22
per cent of them are disagreeing with the opinion. Only 19 per cent have agreed and
15 per cent strongly disagree with the opinion. 8 per cent of them have neutral about
this opinion.
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The study reveals Majority of the women employees in government hospitals highly
satisfied with flexible work schedule. None of them is highly dissatisfied and
dissatisfied. 12 per cent of respondents are neither satisfied nor dissatisfied. Among
the private hospitals, majority of the respondents are dissatisfied with flexible work
schedule .22 per cent of them are highly dissatisfied with flexible work schedule.
Only 11 per cent of them highly satisfied and 15 per cent of them satisfied with the
opinion. Only 7 per cent of them are neither satisfied nor dissatisfied.
The study reveals that majority of the private hospitals women employees are
satisfied with rest room facilities provided by the hospitals than the public hospitals.8
per cent and 6 per cent of them are dissatisfied and neither satisfied nor dissatisfied.
Only 8 per cent of them are highly dissatisfied. Among the private hospitals, Out of
the 100 respondents, Majority of the respondents are highly satisfied with rest room
facilities provided by the hospital (47 per cent).34 per cent of the respondents are
satisfied with the rest room facilities provided by hospitals. Followed by 9 per cent
and 3 per cent of them are dissatisfied and highly dissatisfied. Only 7 per cent of
them are neither satisfied nor dissatisfied with the rest room facilities provided by the
hospitals.
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The job satisfaction level assessed with women employees expectation such as better
relationship with superiors, improving the quality of family life, high retention. From
the analysis among there is no significant difference between better relationships
with superiors, improving the quality of family life, high retention about the job
satisfaction level of the study unit.
Suggestions
In private hospitals there are more work load ,that reflect grater turnover .so the
hospitals must provide comfortable work load to achieve more productivity, thereby
reducing the high turnover
Majority of the women employees are married, it has created a differences in work
life balances. Therefore, the hospitals provide better opportunities to work from
home. Married women with children‘s require more organisational support than the
un married women. So the prime responsibility of the employee to take care while
designing the human resources polices so that they can best utilise the women‘s best
potentials.
In some private hospitals, do not provide paid maternity leave, in order to take
suitable measure to overcome this difficulty. Provide flexible work schedules in
employees, there by ensure the operational efficiency of hospitals. This may lead
high retention
Hospitals provide adequate stress relief mechanism for their employee‘s .This reduce
mental strain and health problems .stress free environment can be created by giving
minimum workload. Proper yoga and meditation can be given to the employees to
cope with stress. Hospitals provide adequate financial rewards to the employees
based on their efficiency and experiences.
Conclusion
The findings of the study shows that, it is reasonable to conclude both government and
private hospitals in Idukki district should address the work life balances related issues and
to support the women employees to manage the work life balances which would add to the
performance of these staff members .The result of the study indicate that both government
and private hospital employees work life balances is a challengeable one In this study ,
majority of the women employees in government hospitals are satisfied with the personal
factors relating to the work life balances .
Majority of the women employees in government hospitals are married so that they are able
to maintain the work life balances because they are working from home and they perform the
household responsibility very well. Majority of the of the government hospitals employees
are satisfied with the support from the colleagues and superiors but in cause of private
hospitals employees are dissatisfied with this opinion in private hospital employees suffer lot
of stress. Private hospital employees opinion is they face more work load comparing to
government hospitals Heavy work load in private hospital causes intention of high turnover
.Comparing to government hospital ,private hospital employees suffer lot of stress on the
part of management .In order to reduce this stress problems hospital management provide
better stress relief mechanisms. Flexible working time is major factor in case of women
employees. Majority of the women employees in government hospital are satisfied with the
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salary structure, HRA allowances, uniform allowances. Most of the women employees in
government hospitals are satisfied with the job. Employees in government hospital are
satisfied with retention strategies adopted. The study findings among the private hospitals
shows that the employees are not satisfied with the salary structure, uniform allowances,
HRA. Private hospital not given uniform allowances .Private hospital employees are not
satisfied with the job. Among the testing of hypothesis the job satisfaction level assessed
with working environment factors, there is no significant difference between, transportation
facility employees, sick and holiday leave about the job satisfaction level. In addition, job
satisfaction level assessed with Women Employees expectation there is no significant
difference between better relationships with superiors, improving the quality of family life,
high retention about the job satisfaction level of the study unit.
References
Ms.T.Subha (2013) studied ―Work Life Balance among Women Faculties Working
in Arts and Science Colleges with Special Reference to Coimbatore City".
Vijayshri and Rameshkumar Mehtha (2012) studied ―Work Life Balance among
Women Employees in Service Sector with special reference to Pune City‖.
T.S.Santhi and K.Sundar (2011) studied ―Work Life Balance of Women Employees
in Information Technology Industry‖.
Vijaya Mani (2011) studied ―Work Life Balance and Women Professionals‖.
Dolly Dolai (2011) studied ―Measuring Work Life Balance among the Employees of
Insurance Industry in India‖.
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Introduction
Emotional intelligence (EI) also known as Emotional quotient (EQ) and Emotional
Intelligence Quotient (EIQ), is the capability of individuals to recognize their own emotions
and those of others, discern between different feelings and label them appropriately, use
emotional information to guide thinking and behavior, and manage and/or adjust emotion to
adapt to environments or achieve one‘s goals. Emotional intelligence is the ability to monitor
one‘s own and other people‘s emotions and label them appropriately, and to guide thinking
and behavior. Emotional intelligence also reflects abilities to join intelligence, empathy and
emotions to enhance thought and understanding of interpersonal dynamics. However,
substantial disagreement exists regarding the definition of EI, with respect to both
terminology and operationalization. Emotional intelligence is a very important skill in
leadership. It is said to have five main elements such as self -awareness, self-regulation,
motivation, empathy and social skills.
Dissatisfaction with working life affects the workers some time or another, regardless
position or status. The frustration, boredom and anger common to employees can be costly
to both individuals and organizations. Managers seek to reduce job dissatisfaction at all
organization levels, including their own. This is a complex problem, however, because it is
difficult to isolate and identify the attribute, which affect the quality of working life.
Profitability of a company is linked to satisfaction of its workforce. A company that does not
measure and improve employee satisfaction may face increasing turnover, declining
productivity and limited ability to attract and retain qualified replacements. Employee
satisfaction and quality of work life directly affect company‘s ability to serve its customers.
Efforts towards QWL measurement help in efficient and effective allocation of resources to
enhance productivity and stability of the workforce.
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Literature review
Gryn (2010) studied the relationship between EI traits of 268 call center leaders and
their job performance in a medical aid administration organization in Johannesburg, South
Africa. The study found no significant association between overall EI and job performance
of the call center leaders.
Berrocal, Cabello, Castillo and Extremera (2012) investigated the role of gender
differences in EI and whether age acted as a mediator in the relationship between gender and
EI among university students and adults in the community. They observed that age
completely mediated the relationship between gender and EI. Therefore, the role of age is
more pronounced.
Khurram et al., (2011) describe the effectiveness of emotional intelligence in
employee performance and it is specifically examines with four aspects of emotional
intelligence with self-awareness, self-management, social awareness and relationship
management.
Need for this study
We live in a World where competition is always present and confrontations and
battles at a business level are all around us. Therefore, management theories develop models
on ―the rivalry of a company based on its human resources‖; with the argument that a
company can achieve competitive advantages through creation and protection, that increases
distinctive value. In this, environment managers begin to conclude that the motto is ―not
knowing how to do it, but yes increasing its value‖. It includes the abilities to accurately
perceive emotions, to access and generate emotions so as to assist thought, to understand
emotions, to access and generate emotions so as to assist thought to understand emotions and
emotional knowledge and to reflectively regulate emotions and emotional knowledge and to
reflectively regulate emotions so as to promote emotional and intellectual growth.
Understanding yourself, your goals, intentions, responses, behavior and all, understanding
others, and their feelings. Emotional Intelligence helps the employees to increase their
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Analysis of data
Null Hypothesis (H0): There is no significant difference between department and workplace
happiness.
Alternative Hypothesis (H1): There is a significant difference between department and
workplace happiness.
Table – 1.1 One-Way ANOVA of age and emotional intelligence
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F Sig.
Between groups 9.46 3.06
Within groups
Total 140 140
The above table infers that the level of significance of the factors is 3.06which is
more than 0.05 Null Hypothesis (H0) has been rejected. Therefore, it can be interpreted that
there is no significant difference between age and emotional intelligence. Hence, age does
not have an influence on emotional intelligence
Work experience and emotional intelligence
Null Hypothesis (H0): There is no significant difference between work experience and
emotional intelligence.
Alternative Hypothesis (H1): There is a significant difference between work experience
and emotional intelligence.
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Null Hypothesis (H0): There is no significant difference between marital status and
emotional intelligence.
Alternative Hypothesis (H1): There is significant difference between marital status and
emotional intelligence.
Degrees of freedom and level of significance
V=(r-1) (C-1)
= (5-1) (2-1)
=4x1=4
Being the V=1, at 5% level of significance, the table value =9.488
Decision criteria
When the calculated value is less than the table value, H0 is accepted. Otherwise, if the
calculated value is more than table value, H0 I rejected.
Here the table value is higher than calculated value hence the result of the experiment
support the hypothesis. H0 accepted and there is no significant difference between marital
status and Emotional intelligence of employees.
Table – 1.4 Position and emotional intelligence
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Null Hypothesis (H0): There is no significant difference between position and emotional
intelligence.
Alternative Hypothesis (H1): There is significant difference between position and
emotional intelligence.
Degrees of freedom and level of significance
V=(r-1) (C-1)
= (5-1) (2-1)
=4x1=4
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Here the table value is higher than calculated value hence the result of the experiment
support the hypothesis. H0 accepted and there is no significant difference between position
and Emotional intelligence of employees.
Table – 1.5 One-Way ANOVA of gender and emotional intelligence
Null Hypothesis (H0): There is no significant difference between gender and emotional
intelligence.
Alternative Hypothesis (H1): There is a significant difference between gender and
emotional intelligence.
The above table infers that the level of significance of the factors is 5.19 which is
more than 0.05 Null Hypothesis (H0) has been rejected. Therefore, it can be interpreted that
there is no significant difference between age and emotional intelligence. Hence, age does
not have an influence on emotional intelligence.
Table – 1.6 Emotional intelligence and level of risk
Opinion Above average Below average Total
Have feel stress 11 36 47
Have not feel stress 22 71 93
Total 33 107 140
Hypothesis: There is positive relationship between emotional intelligence and level of stress.
Degree of freedom and level of significance
V=(r-1) (C-1)
= (2-1) (2-1) =1x1=1
Being the V=1, at 5% level of significance, the table value =3.84
Decision criteria:
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When the calculated value is less than the table value, H0 is accepted. Otherwise, if the
calculated value is more than table value, H0 I rejected.
Major findings
The emotional intelligence of the workers is satisfactorily measured under the
different norms. I.e. help from co-workers, patience, equity and justice.
Age of the employee does not have any influence on emotional intelligence. Gender
of the employees has influence on emotional intelligence.
Work experience of the employees influence the emotional intelligence. Marital
status of the employees does not have any influence on emotional intelligence
Position of the employees does not have any influence on emotional intelligence
Suggestions
The organization should give freedom for the employees to feel free to offer
comments in the organization.
The organization need departmental or horizontal communication rather than upward
and downward communication
The employees needed to get motivated instantly and highly for the betterment of the
organization.
The organization should consider the opinions of the employees and workers most of
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Brackett, M.A., Mayer, J.D., and Warner, R.M. (2003). Emotional intelligence and
its relation to everyday behaviour. Personality and Individual Differences, 36, 1387 –
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Ciarrochi, J. V., Chan, A. Y., and Caputi, P. (2000). A critical evaluation of the
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Cobb, C. D. and Mayer, J. D. (2000). Emoional Intelligence: What the research says.
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Finley, D. et al. (2000). Developing Emotional Intelligence in a Multiage Classroom.
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M.Om Prakash
Assistant Professor, St. Joseph‟s College of Arts & Science, Cuddalore
S.Pragadeeswaran
Professor, Annamalai University, Chidambaram.
ABSTRACT :
The current study is to examine the role of mindfulness practices in enhancing quality of
work-life. The schemata of content covers the five facets of mindfulness, role of mindfulness
in work place, various mindfulness practices, methods of practicing mindfulness, various
mindfulness strategies, and the impacts of mindfulness practices.
Keywords : Mindfulness, quality of work life.
INTRODUCTION
According to Dr. Ellen Langer, mindfulness remains as common entity among people
who were successful in their respective fields. It is possible to find mindful people in every
field who may be CEO‘s of World‘s most fortune 50 companies, iconic sports person,
legendary artists, musicians, world‘s best teachers and mechanics. Mindfulness is one such
unique practice that transforms them into an elite person. The person who practices
mindfulness, exhibit higher levels of memory, staying keenly focused and establish cordial
relationships with all their co-workers, which are the vital components of a successful
workplace .Systematic mindfulness practice enables a person to become more adaptable to
pressure and to remain less reactive. Mindfulness enables a person to prioritize activities,
learn to slow down, find ideal solution and reduced levels of stress. In other words, a person
works smarter, leaving more time for their life away from the job.
Mindfulness trains a person to remain open minded to actions, curiously directing
one‘s attention towards a particular action and skillfully respond to whatever is happening
right now at the moment which may be good or bad, rather than worrying about something
that might happen or what has happen earlier. (Kabat-Zin, 1996).This comprises paying
close attention to inner states such as physical sensations, emotions, thoughts and to the
things happening in the external world. There are as many mindfulness interventions for
every age group, long and short, with a wide perspective including the workplace, education,
health, parenting and through many diversified media which includes on-line courses, self-
help, face to face conversations, and mobile apps. The key practice throughout these
interventions are very much similar, where the learners were encouraged to pay curious
attention to their changing experience towards inner flow of thoughts, to the surrounding
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sound, the sensation of the breath, feelings and bodily sensations to the everyday and
generally spontaneous experiences of eating and washing, moving and being with a kind
feeling to oneself and to other people.
MINDFULNESS IN THE BANKING SECTOR
Most of the large banks have made mindfulness accessible to their workforce, in
different ways. In early 2004, bank leaders at HSBC like John Studzinski were using
mindfulness to frame their approach to management. Mindful approach towards work helps
to develop authentic relationships with superiors, subordinates and peers which create higher
levels of trust mutually in the workplace. The cognitive benefits of mindfulness would be
helpful in the work and creates a optimistic working environment. The banks appear
particularly receptive to mindfulness, perhaps as a means of helping employees to be
resilient in a round-the-clock, high pressure environment. Mindfulness at Work has worked
with around 25 banks, including JPMorgan and Citibank. The banks are using mindfulness
in more diversified ways to address burnout, improved working relationships, and deal with
occupational stress.
Top management person, branch heads are using it to identify their default modes of
behaviour and thinking, and even as part of diversity and inclusion training to help
employees recognise and address cognitive bias.RBS have developed an impressive multi-
track approach. To mark World Mental Health day in 2016, the bank launched a mindfulness
toolkit in partnership with the Bank Workers Charity. This allowed employees to access
podcasts and articles relating to mindfulness at work, on the way to work, or at home.
DEFINITIONS
Mindfulness: It is defined as a receptive attention to and awareness of present events
and experience (Brown & Ryan, 2003). Mindfulness is the intentional, accepting and non-
judgemental focus of one's attention on the emotions, thoughts and sensations occurring in
the present moment.
Quality of work life: Quality of work life can be defined as the extent to which an
employee is satisfied with working and personal needs through participating in the
workplace while achieving the goals of the organisation.(Louis and Smith,1990)
FIVE FACETS OF MINDFULNESS
Many scales were used to define and measure mindfulness like Mindfulness
Awareness Attention Scale (MAAS) developed by Brown and Ryan 2003, Philadelphia
Mindfulness Scale (PHLMS) proposed by Cardaciotto et.al.(2008). MAAS defined
mindfulness using single factor (Present moment awareness factor) whereas the PHLMS
employed two factor scales (Acceptance and Awareness). However the modern scale -
FFMQ (Five Facet Mindfulness Questionnaire) developed by Baer.et.al.(2008) was
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considered to be much elaborative than its predecessors. FFMQ identifies five factors which
are trait based, which are termed to be five facets of mindfulness. The assessment of trait
mindfulness was done using overall mean score of FFM questionnaire. FFMQ is a 39 item
questionnaire which measured five distinct subscales of mindfulness, which are describing,
acting with consciousness, observing, non-reactivity and non-judging to inner experience.
The subscale ―Observing‖ measures the degree to which a person can notice or
address to internal and external stimulus [e.g. I am able to sense the aromas and smells of
things]. The subscale ―describing‖ measures the degree to which a person can tag words with
my internal experiences [e.g. I am able to describe my feelings through words or by
expressions]. The subscale ―acting with awareness‖ measures the level to which a person can
perform activities in the present moment spontaneously without paying attention [e.g. I am
able to ride my motorbike without paying attention]. The subscale ―Non-judging‖ measures
the degree to which a person regulates his/her inner experience [e.g. I myself criticize or
appreciate for having irrational, inappropriate or noble emotions]. Lastly subscale ―Non-
reactivity‖ measure the degree to which a person is able to arise and pass feelings and
thoughts without becoming attached to them. [e.g. I notice my emotions and feelings without
reacting to them].
WORKPLACE MINDFULNESS
Mindfulness is often abstracted as a state of mind. A good number of studies revealed
disposition-based dissimilarities in mindfulness among individuals (e.g. Brown and Ryan,
2003; Lau et al., 2006; Baer et al., 2006 ;). All such studies identified some individuals were
more mindful than others. As it is the case, mindfulness is related to both positive and
negative aspect, which could be evaluated and conceptualized as a trait and as a state.
(Watson et.al., 1988).From the perspective of individual difference, people are differing in
the way they are mindful in their workplace, which is termed as workplace mindfulness.
When given a performance condition in the workplace, people are found to be more mindful
and stay focussed. Such mindful tendency can be developed and enhanced through proper
training and regular practice (Lee, 2012; Gelfand and Fehr, 2012; Hülsheger et al.,2014;).
Further, studies suggests that related background elements of an individual‘s workplace shall
exert an intense influence on how a person focuses attention within one‘s work setting and
intern performs at work (Elsbach and Pratt, 2007; George, 2009; Zhong and House, 2012).It
is always possible that, for some person, definite features of the working environment may
cue mindfulness. Many individuals mindfully focus their attention at work due to contextual
stimulus encountered within their workspace.On a whole, the aforesaid observations infer
that due to a combination of contextual dispositional and experiential factors, individuals
may differ substantially with regards to workplace mindfulness.
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MINDFULNESS PRACTICES
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about many things at a time he/she will start to feel overwhelmed and stressed. Instead, it is
better to focus first on main tasks and start doing them one by one. While working on a task,
focus on that task only, be present in the moment without anything distraction. If the mind
starts wandering, notice the distractions and slowly let go of them.
Be present in the moment: After work hours allowing themselves to transit to one‘s life
outside work helps a person to move on with the rest of the day focusing on other things.
This is key for better quality of work-life.
Not taking things personally: One‘s job can be stressful due to various factors. We often
deal with unpleasant situations like, our bosses are too demanding our colleagues might be
mean, we are told that we did not do a good job. Take a deep breath and remind yourself that
people react in co-relation with their perspective and not yours.
Breathing exercises: When you feel like it is unable to focus, or you become stressed and
overwhelmed trying a simple breathing exercise may be helpful. You can do it at work in 30
seconds: breath slowly through your nose to the count of 3, hold your breath to the count of
3, exhale slowly to the count of 5. This exercise will calm your senses and you can practice
it in stressful situations. Better quality of work-life demands less stress.
Let go of distractions: Most jobs are stressful, and it does not take much to get distracted by
all these thoughts. Worrying about things that might happen will add to the amount of the
stress you are dealing with already. Then the quality of work-life will be hindered.
Mindfulness is the intervening tool to improve quality of work life.
MINDFULNESS STRATEGIES TO ACHIEVE A MORE ACCEPTABLE QUALITY
OF WORK LIFE:
Being mindful: Quality of work life will be enhanced by being mindful in every moment,
physically and mentally focusing on one particular activity.
Awareness is Key: An individual should be aware to avoid creating negative thoughts and
habits. The person need to be aware of setbacks and adjust the actions accordingly.
Know your “why”: An individual must know what activity must be done, when it should be
done and why the activity should be done.
Observing oneself: Watch out for when you are feeling good about your quality of work life
and when you are not. Which situations and feelings contribute to these experiences. Some
people find that it helps to write them down in a diary.
Schedule your day: Having a better schedule helps to minimize pop-ups. A good schedule
helps a person to stay committed to their work. Last minute pop-ups in the schedule should
be avoided in order to maintain an appropriate quality of work life.
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practices enhance better quality of work life, including happy, healthy, highly productive,
satisfied striking a better equilibrium between work and life.
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Baer, R. A., Smith,G. T.& Allen,K. B. (2004).Assessment of mindfulness by self-
report: The Kentucky Inventory of Mindfulness Skills. Assessment, 11, 191–206.
Baer, R. A., Smith, G. T., Hopkins, J., Krietemeyer, J., & Toney, L. (2006). Using
self-report assessment methods to explore facets of mindfulness. Assessment, 13, 27–
45.
Brown, K.W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and
its role in psychological well-being. Journal of Personality and Social Psychology,
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Cullen, M. (2006). Mindfulness: The heart of Buddhist meditation?Inquiring Mind,
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Daphne M. Davis and Jeffrey A. Hayes (2011) What Are the Benefits of
Mindfulness? A Practice Review of Psychotherapy-Related Research Pennsylvania
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Erik Dane and Bradley J Brummel (2013) Examining workplace mindfulness and its
relations to job performance and turnover intention DOI:
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Jacob A. Manuel & Vanessa C. Somohano & Sarah Bowen (2016) Mindfulness
Practice and Its Relationship to the Five-Facet Mindfulness Questionnaire DOI
:10.1007/s12671-016-0605-x
Joshua C. Felver & Cintly E. Celis-de Hoyos & Katherine Tezanos & Nirbhay N.
Singh A Systematic Review of Mindfulness-Based Interventions for Youth in School
Settings DOI 10.1007/s12671-015-0389-4
Kirk Warren Brown, Richard M. Ryan & J. David Creswell, (2007).Mindfulness:
Theoretical Foundations and Evidence for its Salutary Effects, Psychology Press,
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Luca Iani & Marco Lauriola & Valentina Cafaro & Fabrizio Didonna, Dimensions of
Mindfulness and Their Relations with Psychological Well-Being and Neuroticism
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Masumi Iida & Alyson F. Shapiro (2007) The Role of Mindfulness in Daily
Relationship Process:Examining Daily Conflicts and Relationship Mood DOI
10.1007/s12671-017-0727-9
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Paunonen, S. V.,& Ashton, M. C. (2001). Big Five factors and facets and the
prediction of behaviour. Journal of Personality and Social Psychology, 81, 524-539
Peter F. Hitchcock & Lindsay M. Martin, Laura Fischer, Stephanie Marando, Popular
Conceptions of Mindfulness: Awareness and Emotional Control, DOI:
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Siobhan Lynch & Arndt Büssing & Niko Kohls (2007), Assessment of Mindfulness:
Review on State of the Art, DOI 10.1007/s12671-012-0122-5
Shian-Ling Keng, Moria J. Smoski, Clive J. Robins, (2011).Effects of mindfulness
on psychological health: A review of empirical studies, Clinical Psychology Review,
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Sónia Matos Machado & Maria Emília Costa (2015) Mindfulness Practice Outcomes
Explained Through the Discourse of Experienced Practitioners DOI 10.1007/s12671-
015-0417-4
Sternberg, R. J. (2000). Images of mindfulness. Journal of Social, Issues, 56, 11–26.
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in other types of information systems, an HRIS comprises a database, which contains one
or more files in which the data germane to the system is maintained, and a database
management system, which facilitates the users to access the system and utilize these
data. HRIS contains tools that allow users to input new data and edit existing data; in
addition, such programs allow users to select and generate a series of predefined reports
that could be printed or displayed on a monitor. Reports may address any of a number
of different HRM issues (e.g., personnel cost planning, employee benefits
administration, compensation planning, succession planning). HRIS also generally
include tools by which users or system administrators may generate ad hoc reports and
select specific cases or subsets of cases for display.
HRIS supports activities such as identifying prospective employees, maintaining
comprehensive database of all the current employees and developing modules for honing
employees‘ skills, talent and competence. Hence, HRIS is used by all three levels of
management viz. Top Level, Middle Level and Lower Level. Top Level management use
HRIS to locate the manpower requirements in order to meet the company‘s goal and
objectives. The middle management uses HRIS to supervise and review the salary
structure, benefits and recruitment of employees. The lower level employees use HRIS to
track the recruitment and selection of employees.
The emergence of the human resource management field (versus personnel administration)
gave the human resource function greater credibility within the managerial setup, calling
for more sophisticated use of information as it is related to the strategic management
function. Companies have experienced increased competitive pressures leading to greater
cost containment demands from upper management, giving rise to greater automation
of the record-keeping function in HRM function. Many HRM departments in larger
organizations have also developed internal information system capabilities and HRIS units
have been established.
OBJECTIVES OF THE STUDY
1. To study the need of HRIS in organizations
2. To understand the components of an HRIS system
3. To study the HRIS model
4. To study the benefits of implementing HRIS in an organization
Need for the study
The primary purpose of HRIS is application of technology for enhancing the efficiency of
human resource management. HRIS was initially perceived as a technology which
converted the manual database into the computer based form. But now, when
organizations have started using the HRIS, the application of HRIS has increased to a
great extent and there are lots of HRIS systems available with numerous broad-based
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1. Input- Input function provides the capabilities needed to get human resource data into
the HRIS. It enters personnel information into the HRIS. First of all procedures and
processes are required to gather necessary data. Once collected, these data‘s must be
entered into the system. Edit tables can be used to determine if the data are acceptable.
These tables contain approved values against which the data are automatically checked.
The system should have the facility to update and change the edit tables easily. Today
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scanning technology is available which facilitates the scanning and storage of an actual
image of a company document including signatures and handwritten notes.
2. Data maintenance- Data maintenance function is responsible for updating the data
stored in the various storage devices. As and when changes occur in the human resource
information, these changes have to be incorporated in the HRIS. The old data can be
maintained in the form of historical information.
3. Output- This function of HRIS is the most visible one because the majority of HRIS
users are not involved with collecting, editing, and updating human resource data; rather
they are concerned with information and reports to be used by the systems. In order to
generate valuable output for computer users, HRIS process's output, makes the necessary
calculations and formats the presentation.
Benefits of HRIS
HRIS is a proven solution whenever the tasks of the HR and administrative
functions of an organization become extensive and complicated. Companies of all sizes
have recognized the benefits of such solutions and they regularly implement HRIS
software programs. In this way they improve the efficiency of their organization.
The advantages of HRIS can be summarized as follows:
One time updation: The most crucial benefit of HRIS is that all the information has to be
just filled in once and the data is available for lifetime. Only the updations are required at
a later stage, that too are to be done once and it will be useful for the whole life of the
organization.
Data integration: There are different parts of systems in HRIS which may be updated by
different departments and can be integrated together for decision making, internal
evaluations and meaningful reporting.
Accurate Data: Once the data is entered correctly, it can be assumed that it is full-proof
and precise
Access to any number of people: Since this system can be customized, the employees
can be given access to update their own data like address, contact number, etc. and
departmental managers can update their own set of data like targets, budgets, performance
etc. without any interference.
Documents hosting: HRIS system can host a variety of documents which are
important from employee and company perspective on the system which can be easily
accessed and updated in one place. These set of data include manuals, handbooks, code of
conduct, policies, compliances, etc.
Recruitment management: HRIS can manage and track the whole recruitment process
right from the application of the prospective employee to the actual recruitment.
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Automatic Reminders: HRIS can include automated reminders for events which have not
been performed or have been missed by the organization like performance appraisals,
deadlines, actions to be taken, notifications.
The most important advantages for the management of the company
are:
Increase of overall decision making efficiency,
Cost reducing and better control of the budget,
Business transparency,
A clear business vision and
A clear insight into the process of recruitment and selection and also layoffs
The HR department also has a numerous benefits for HRIS:
Possession of single database of all employees in the company with all necessary
information and opportunities for different reports,
The ability to update databases in real time, on the basis of all changes, which is
of extreme importance to regionally diversified companies;
Elimination of paper forms that are much slower and with much higher probability
of errors;
Minimize errors caused by human factor;
Employees in HR department do not have to constantly refer to the instructions
on working hours, because the application is configured according to existing
guidelines, which have reduced delays and uncertainties;
Improved management system in accordance with the legislation;
Reduction or elimination of redundancy in the system;
Standardization of business processes;
Highly reliable data in the system, whether it is external or internal threats;
Increased employee satisfaction in the HR department because the easiest
and efficient execution of the tasks;
The ability to establish full control over internal migration of employees and the
management of their talents and
The ability to take preventive measures to avoid unpleasant situations in the
Company
HRIS provides the advantages to the employees among which the most
important are the following:
Employees can update their own records in the system: One of the most common
methods of granting this access has been by moving HRIS from client server
architecture to a Web-based environment. Interactive voice response (IVR) is the
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latest method being adopted by many firms to allow employees to update their HR
information. This includes such common tasks as updating address information,
planning for retirement, updating health-plan information, reporting on life
events such as the birth of a child, changing beneficiaries on life insurance.
Other uses of HRIS to employees include the use of HR portals, which provide
employees with information as well as the ability to complete HR-related
transactions. By using these portals, employees are able to communicate to one
another via e-mail, read company news and policies, link to Web sites with
relevant job-related or company related information, and perform HR calculations
for retirement scenarios or cost benefit analysis for insurance options.
Benefits of Human Resource Information Systems
Protection: Security is one of the biggest worries. The biggest security concern today is
unauthorized access to the system since HRIS contains all the confidential data. The
system must to adapt to disallow unauthorized access and publishing of such data. This
would require compartmentalizing the data, that is different people having restricted access
to the data and all the data must not be accessed by all.
Monetary Value: Cost factor is the most important problem since any software
requires huge investment which may not be affordable to relatively smaller companies.
With any system, there are acquisition costs and maintenance costs. The above figure
shows the resource flow of HRIS model by Raymond. As you can observe through the
HRIS model, it has three sets of components which are Input subsystem, HRIS database,
and Output subsystem. In Input subsystem, there are three main subsystems which are data
processing, human resource research, and human resource intelligence. Some input data
might include software that can transform the data into the format that needed and
required. The second one is HRIS database, all the data and information can be stored
in computer storage. The software such as Database management system (DBMS) can
help to perform the maintenance processes. The last one is output subsystem which
contains all the output related to HR which consists of a workforce planning
subsystem, recruiting subsystem, workforce management system, compensation
subsystem, benefit subsystem, and environmental reporting subsystem.
Accuracy: HR managers expect the HRIS to have accurate data about the employees since
that information is of the utmost importance to the company for accurate calculations,
overtime calculation, promotion purpose, etc. The inaccuracy of data may lead to lot of
problems as which may lower the morale of the employees.
Cost: Cost comes as the foremost priority of HR managers when it comes to
implementing the software. The cost in this case would be the implementation costs
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associated with HRIS, transaction costs, the technical people involved with the software,
up gradation of software, addition of features in the current software also increases the
cost. So HR has to make sure the cost benefit ratio is maintained related to the software.
Compliacnce: HR managers would expect the HRIS to be compliant with the laws of the
land. That is, the software should consider the laws applicable to the country and should
have in-built features regarding the same like tax calculation, retirement, pension, etc.
Timeliness: Time is the essence of HR and hence HR managers expect the HRIS to be up-
to-date with all the information which will help in salary calculation, promotions,
deductions and increment calculations on exact dates.
Although almost all HR managers understand the importance of HRIS, the general
perception is that the organization can do without its implantation. Hence, only large
companies have started using HRIS to complement its HR activities. The primary reason
for delay in HRIS implementation in organizations is because of the fear psychosis
created by "technology" and "IT" in the minds of senior management. They may not be
very tech savvy and fear being left out. But trends are changing for the better as more and
more organizations realize the importance of IT and technology. Major HRIS providers
are concentrating on the small and middle range organizations as well as large
organizations for their products. Hence HRIS would soon be an integral part of HR
activities in all organizations.
Any technology has a shelf life and similar is the case with HRIS. The traditional
HRIS/ERP systems are being replaced by Software as a Service (SaaS) applications
which are faster and easier applications. Companies have realized that undiversified
HRIS has become a thing of the past and this kind of system does not work in complex
HR environments organizations are working in. Also HRIS covers a lot of generic
functions, but functional data recovery is a problem as data recovery techniques differ
from organizations to organizations. HRIS also fails to deliver IT solutions required for
each situation.
For e. g. some companies need Health and Safety software as priority and some
organizations may need Learning and Development software as a priority. This is difficult
in HRIS, whereas SaaS will give an opportunity to choose an application which is best
fitting for your organization.
CONCLUSION
The main conclusion of this paper is the realization that the use of Human Resource
Information Systems seems to play an important role in Human Resource Management
(HRM) because HRIS functions improve HRM in terms of administrative purposes and
analytical purposes. The use of technology is turning into less and less the domain of
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significant impact on the performance of the employees‘ and the organizational culture
played a partial mediating role (Ghaith et al 2017). Transactional leadership has significant
impact on organizational commitment and the mediation effect of organizational culture was
partial in the relationship of transactional leadership and organizational commitment (Shy et
al 2016).
III. Research Methodology:
The present study is based on both the primary data and secondary data. The primary data is
collected by using structured questionnaire. The data is collected from IT professionals of
Hyderabad, Telangana. The Sample size is 463. The questionnaire is being distributed to 700
employees‘ but the received response is 513 and among the received 463 was found suitable
for the research. The questionnaire is divided into two parts. The first part is related to
personal information of the respondent and the second part is related to the questions on the
variables of the present study. The demographic variables include age, gender, education,
experience, marital status, working hours and the shift system of the employees‘. The
variables used in the study are job satisfaction, organizational culture and organization
commitment. The questionnaire is scaled by 5 point likert scale. The scale is rated with
strongly agree 5, agree 4, neutral 3, disagree 2 and strongly disagree 1 for the positive
question and vice versa for the negative type of question. The data is being collected by
means of personal interview and Google forms. The secondary data related to IT sector is
collected from the web sites.
III.1. Conceptual frame work of the study:
Job satisfaction
The above figure 1 depicts the conceptual frame work of the present identified from the past
literature. In this study, there are three variables one is independent variable organizational
culture, the other is the dependent variable organization commitment and mediating variable
is job satisfaction.
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Table: 2 : ANOVA for testing the significant mean differences of demographic variables
with that of the organization commitment and job satisfaction.
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SD 0.65354 0.65246
Mean 4.1916 4.1466
2-5 SD 0.65156 0.64760
Mean 4.0727 4.1376
6-10 SD 0.69211 0.49941
Mean 3.4466 3.6310
11-15 SD 0.79408 0.74281
16 and above Mean 3.6111 3.4762
SD 0.99256 1.1163
F Value 5.687 5.196
P value 0.000 0.000
Working hours Mean 4.4662 4.0857
0-6 SD 0.24589 0.38214
Mean 4.2806 4.1395
7-8 SD 0.52905 0.31749
Mean 4.0743 4.0880
9-10 SD 0.70317 0.66136
11 and above Mean 4.3496 4.2590
SD 0.62499 0.68300
F value 2.341 0.607
P value 0.073 0.611
Shift system Mean 4.0635 4.0850
Day SD 0.7140 0.65144
Mean 4.4784 4.2857
Night SD 0.35244 0.38839
Mean 4.0610 4.0209
Others SD 0.69298 0.82162
F value 5.914 2.342
P value 0.003 0.097
The above table 2 depicts significant difference of demographic variables with the means of
organization commitment and job satisfaction levels of the employees‘. It is very clear from
the above table 2 that the age of the employees‘ have significant mean difference with
organization commitment and job satisfaction.
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The gender has significant mean difference with the organization commitment but not with
the job satisfaction. The females are found to have greater commitment level than that of the
males.
Education and marital status of the employees‘ do not have significant mean difference with
organization commitment and job satisfaction‘. The Experience and working hours of the
employees‘ was found to have significant difference with the means of organization
commitment and job satisfaction levels. The shift system of the employees‘ was significant
with the mean of organization commitment but not with the job satisfaction levels. The
people working in the night shift were found to have high commitment than that of day shift.
IV.2.H1: There is significant association between organizational culture and organization
commitment levels of the employees‘.
Regression is used for analyzing this hypothesis. In this the dependent variable is
organization commitment and independent variable is organization culture. The results are
tabulated below in table 3.
Table: 3 Regression for assessing the relationship of organizational culture and organization
commitment.
Variable Unstandardize Standardize t P ANOVA R
d Coefficients d R squar
Coefficients e
B Std. Beta F P
Error
1.41 0.532 0.00 181.52 .000 0.53 0.283
(Constant) 0.202 6.990 b
1 0 4 2
Organizationa 0.65 13.47 0.00
0.049
l culture 6 3 0
a. Dependent Variable: organization commitment
b. Predictors : constant, organizational culture
The R square value is 0.283. This means that 28.3 % of organization commitment is
explained by organizational culture. The impact of organizational culture was very low on
organization commitment. The P value is less than 0.01 at 1% level of significance
indicating that there is significant positive association between organizational culture and
organization commitment. The coefficient of organizational culture is 0.656, which means
that there will be 0.656 increase in organization commitment for every one unit increase in
organizational culture.
Regression equation for Organization commitment is:
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Job
0.693 0.038 18.404 0.000
satisfaction
a. Dependent Variable: organization commitment
b. Predictors : constant, job satisfaction
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Table 6 depicts the result of the process macro. The first model is the association of
Organizational culture with the job satisfaction. The R square value is 0.507 and the p value
is significant. The UL and LL doesn‘t include zero. The second model is the mediation of
job satisfaction. The R square value is 0.4329 which seems to be reduced after the mediation
effect. The UL and LL doesn‘t include zero and the P value remains significant.
Table 7 shows the direct and indirect effects of independent variable on dependent variable.
The direct effect is 0.1700 and indirect effect is 0.4859. Here, the direct effect is less than the
indirect effect. The total effect is 0.1700+0.4859=0.6559.
From the above it can be concluded that the Mediation effect of job satisfaction is partial in
the relationship of organizational culture and organization commitment.
V. DISCUSSION
The organizational culture was found to be significant with organization commitment and
job satisfaction mediated between culture and commitment. The companies have to know the
areas of dissatisfaction and have to bring changes so as to make the employees‘ satisfied.
Organizational culture should be made more supportive for the employees‘ in making them
to contribute more for the achieving objectives.
VI. CONCLUSION
The IT companies should bring changes in the existing culture, so that it supports them in
putting more efforts. Since, the job satisfaction levels of employees‘ are mediating in
between culture and commitment, the organizations should see that their employees‘ are
satisfied. In turn the satisfaction levels increases the commitment levels of the employees‘.
REFERENCES
Muthukumar, E., Vidhya, S., & S, M. S. A. K. (2016). Impact of Organizational
Culture On Commitment Of Employees In Hotels At Pondicherry, 5(4), 4–6.
Chuang, Y. S., Chang, C. W., & Lee, P. C. (2016). The Effect of Transactional
Leadership on Organizational Commitment — The Organizational Culture as
Mediation Modern Management, 6(December), 192–199.
Abdulraheem, G., Alsheikh, A., Sobihah, M., Abd, B., Shafeeq, M., Alremawi, A.,
… Tambi, B. A. (2017). The Mediating Role of Organizational Culture on the
Relationship between Employee Performance and Antecedents in the Hotel Sector,
489–497.
www.theinternationaljournal.org > RJSSM : Volume: 07, Number: 01, May 2017
Page 45. (2017), (May), 45–55.
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cocoons until the leader triggers the power of motivation in people and guides them toward
goals. Leadership transforms potential into reality. It is the ultimate act which brings to
success all of the potential that is in an organization and its people. Hence, leadership is
indispensable if an organization is to be successful. Even the best employees need to know
how they can contribute to organizational goals, and less enthusiastic employees require
leadership based on external motivation to keep their goals compatible with those of the
organization.
THE LEADERSHIP IMPERATIVE
Leadership is important not just in one‘s own career but also within a given organization. It
is important in every sector, in every community, and in every country. We need more
exemplary leaders, and we need them more than ever in this 21st century as there is so much
extraordinary work to be done. We need leaders who unite us and ignite us. Leadership is a
learnable set of practices, accessible to anyone. Leadership is everyone‘s business. The first
place to look for leadership is within each individual. In the process, we need to demystify it,
and show how everyone has the capacity to lead. Of course, there are contrasts and
contradictions of leadership and leaders need to learn to strike a balance as individuals have
to continue with their growth and development.
Leadership is ultimately about creating a way for people to contribute to making
something extraordinary happen. The vision, conviction, and courage of the leaders make all
the difference for all the constituents. Without leadership, an organization is but a muddle of
men and machines. Leadership is the ability to persuade others to seek defined objectives
enthusiastically.
It is the human factor that binds a group together and motivates it toward goals.
Management activities such as planning, organizing, and decision-making are dormant
cocoons until the leader triggers the power of motivation in people and guides them toward
goals. Leadership transforms potential into reality. It is the ultimate act which brings to
success all of the potential that is in an organization and its people.
Effective leaders typically have a strong work ethic, a firm belief in the dignity of
work. Effective leadership should give direction to the efforts of all employees in
accomplishing the goals of the organization. Without leadership or guidance, the link
between individual and organizational goals may become tenuous. This could lead to a
situation of sub-optimization in which individuals work to achieve their own goals while the
overall organization becomes inefficient in achieving its objectives.
LEADERSHIP IS MULTI-DIMENSIONAL AND SITUATIONAL
Leadership behavior is multidimensional. These dimensions are finite in number, and vary
according to leader personality, the requirements of the task to be performed by him and his
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followers, the attitudes, needs, and expectations of his followers, and the organizational and
physical environment in which he and they operate. Leadership is situational. It is based on
the internal motivation of the leader and other forces acting on him, (ii) the external
motivation supplied by the leader and the other forces acting on the subordinates, and (iii)
the forces in the situation. This allows the leaders to vary their leadership styles as they see
fit; they are not limited to the autocratic, participative, or laissez faire style of leadership
alone. Generally, there is a continuum of leadership styles from which to choose, each with
varying combinations of leader authority and subordinate freedom. In guiding his associates,
the leader performs several functions that are beneficial to his followers. The leader is also
required to possess technical, human, and conceptual skills. Moreover, the required
combination of these skills varies with the leader‘s level in the hierarchy. Leadership is the
principal dynamic force that motivates and coordinates the organization in the
accomplishment of its objectives. Of all the problems faced by leaders, motivating their
associates must surely be ranked as one of the most intractable.
Unfortunately, there is no single theory relating to motivation that can be completely
and unqualifiedly accepted as accounting for all the known facts, and there is no definite set
of prescriptions that are unequivocally supported by research data.
LEADERSHIP IS A MATTER OF CREDIBILITY
No leader can lead without credibility. No one would follow a leader who isn‘t credible,
who doesn‘t truly believe in what he is doing—and how he is doing it. A leader has to lead
from the essence of who he is as a person.
A leader has to believe in something first, before he/she can get others to believe. Leaders
make every effort to find their voice by clarifying their personal values. Leading is all about
becoming and being a good example for others to emulate and living whatever one says.
This is needed for persuading people honestly. Being a good leader is not something that
casually happens. It takes great thought, care, insight, commitment, and energy. When it all
comes together, it brings out the best of who you are. Successful leaders set the example by
aligning actions with shared values.
The enthusiasm, excitement, and commitment displayed by the leaders are
contagious. They speak from their hearts, with conviction and sincerity. For some leaders,
sharing the vision statement may meet with skepticism at first, but as they keep coming back
to parts of it over time, everyone might buy into their ideas and begin to see it as a statement
about what they all wanted to build together. The best way to enlist others in a common
vision is by appealing to shared aspirations of all concerned.
Successful leaders always talk about the importance of being clear about values and
standing for principles. Finding one‘s voice is the necessary first step to becoming an
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exemplary leader. For this, leaders serve as role models for what constituents are expected to
be and do and they set the example by their deeds and not just their words. Leaders sustain
the commitment to achieve the extraordinary by recognizing individuals, building social
support, and celebrating team successes. Leadership is hard work, and it‘s also great fun. It is
about caring, about heart, and about love.
LEADERSHIP IS A PERSONAL JOURNEY
Leadership is a personal journey of exploration for the leaders and then it is the process of
rallying of others. The leader‘s tale, however, is only half the story. To be a leader, one has
to have constituents.
Undoubtedly, there is striking consistency in certain qualities and characteristics of the
leader that are essential to exemplary leadership and they act as foundation on which all
great leadership is built. Leaders do exhibits certain distinct practices as well when they are
doing their best. This process, however, varies little from industry to industry, profession to
profession, community to community, country to country.
Effective leadership is an understandable, verifiable, measurable, and a universal process.
Though each leader is unique individual, there are patterns to the practice of leadership that
are shared and that can be learned.
Every individual is capable of developing himself or herself as a leader far more than
tradition has ever assumed possible. Everyone—a manager or an individual contributor
alike—can be assisted in furthering his or her abilities to lead others to get extraordinary
things done.
LEADERSHIP IS RELATIONSHIP
Effective leadership requires the right behaviors, skills, and attitudes. Whatever the time,
whatever the circumstances, leadership is a relationship. Whether it‘s one-to-one or one-to-
many, business as usual or challenges in extraordinary times, leadership is a relationship
between those who aspire to lead and those who choose to follow. North, South, East, and
West, success in leadership, success in business, and success in life has been, is now, and
will be a function of how well people work and play together. Everyone is convinced of this
fact today than they were twenty or thirty years ago. Leaders are those who always get
involved and in touch with those they lead. They care deeply about others, and they often
refer to their workplace as a community, and to those with whom they work as family.
Leaders foster collaboration and build effective teams. Leaders create a climate in which it is
possible for others to do their best. They not only enable others to be in charge of their own
lives but also turn their constituents into leaders. Overcoming communication barriers
created by dealing with people from different cultures is another leadership and management
challenge. They also spend considerable time and effort managing conflict. To become an
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effective leader, a person must be aware of specific influence tactics. Here, influence is the
ability to affect the behaviors of the followers in a particular direction.
THE DOMAIN OF STRATEGIC LEADERS IS FUTURE
Strategic leadership deals with the major purposes of an organization or organizational unit,
and provides the direction and inspiration necessary to create, provide direction to, or sustain
an organization. Creating a vision is an integral part of strategic leadership. To develop a
vision statement and corporate strategy, a leader needs farsightedness, the ability to
understand the long-range implications of actions and policies. The ability of the leader to
come up with a vision of how things could be and clearly putting this picture for all others to
see and comprehend makes all the difference to their leadership efficacy. After all, leaders
are driven by concerns for the legacy they are leaving for the posterity. For this, leaders
envision the future by imaging exciting and ennobling possibilities. The domain of leaders is
future. The leader‘s unique legacy is the creation of valued institutions that survive over
time.
The most significant contribution leaders make is not simply to today‘s bottom line;
it is to the long-term development of people and institutions so they can adapt, change,
prosper, and grow. They contribute positively to the revitalization of organizations, to the
creation of new enterprises, to the renewal of healthy communities, and to greater respect
and understanding in the world. They enrich our lives and those of the members of the
community. Leaders look beyond the horizons of present time and imagine how things could
ideally be several years ahead. Leaders have a sense of direction and purpose beyond the
present moment. Yet even the clearest vision is not enough to transform organizations.
Unless the vision can be effectively communicated, people will not enlist in making
the dream a reality. Systematic observation and empirical research support the idea that
effective leaders are also successful communicators. Successful leaders are positive and
expressive in communicating and are able to forge a shared agenda. They always also talk
about searching for opportunities to innovate and change things around them. The real
motivator for leaders is the meaningfulness of the challenge, not the material rewards of
success. The source of most innovation is external to the leader‘s organization, so the leader
must always stay open to accepting ideas from any and every source. Innovation brings risk.
However, leaders accept the mistakes that result from commitment to change and renewal
through a process of incremental improvement and small wins; they develop resiliency and
hardiness in others to make them more capable of dealing with uncertain and troubling
times.
They foster an advanced-technology environment. The technology-minded leader
also invests heavily in training and establishes a reward system for innovation.
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celebrations, and rituals as events but they treat them as occasions for touching the hearts
and souls of every employee. By creating a community that supports itself, leaders do really
achieve wonderful things. They never fail to celebrate the events and victories by creating a
spirit of community. They demonstrate caring y walking around and show passion and
compassion. There is no shortage of opportunities for people to do great things. They can,
and they must as leadership requires learning on the job. With the willpower—and the
heart—to continue, leaders lead the way.
LEADERSHIP DEVELOPMENT IS SELF-DEVELOPMENT
In the end, it may be realized that leadership development is ultimately self-development.
Meeting the leadership challenge is a personal—and a daily—challenge for all individuals.
Leaders constantly ask themselves as to how they can do something that will move the
enterprise and the people within another step in the right direction. For this, they challenge
the process to the point of failure each day they go to work. In this regard, they experiment
and take risks by constantly generating small wins and learning from mistakes. They set up
little experiments and develop models besides making it safe for others to experiment. They
break the mindsets of constituents; they break it up and break it down. They give choices to
people and accumulate yeses. While admitting mistakes, they also conduct pre- and post-
mortems for every project they undertake.
SUMMARY THOUGHTS
Leadership has always been a key theme in management, organizational behavior, and
industrial and organizational psychology. Many explanations of leadership have been
developed because of the interest in leadership as a practice and as a research topic.
Effective leadership is required to meet most organizational challenges. Establishing a
climate conducive to creative problem solving is another requirement of effective leadership.
Without effective leadership at all levels in private and public organizations, it is difficult to
sustain profitability, productivity, quality, and good customer service. In dozens of different
ways, researchers and academicians have demonstrated that leadership does make a
difference. More so than previously, business organizations recognize that leadership
transcends senior executives. As a result, they require people with appropriate leadership
skills to inspire and influence others in small teams, task forces, and units at all
organizational levels. Finally, a super leader is one who leads others to lead themselves.
Teaching team members to develop productive thought patterns helps develop self-
leadership.
REFERENCES
Kouzes James M. and Posner Barry Z. “Leadership Challenge, Third Edition, Wiley India Pvt.
Ltd.
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institutional level for the development of the entrepreneurial attitude in youth right from the
very beginning of their career, understanding the value of being an employer rather than a
job aspirant boosting the national economy. Further, it also aims to create a conducive
platform where all the stakeholders particularly the financial institutions tie up to support the
entrepreneurial growth facilitated by committed staff and altruistic trainers. Presently the
institute has also taken initiatives for women entrepreneurship by taking women groups for
EDPs and also introducing Diploma in Entrepreneurship which in itself is a flagship
programme.
The institute facilitates business planning, innovation, market research, access to
procurement opportunities, inventory management, operational efficiency, purchase
optimization, cash management and financing options (credit facilities from institutions) and
subsidies from national Horticulture Board/Floriculture/Agricultural Departments by its tool
kit. Not only that, the institute also values its employees by providing them a platform for
learning through Faculty Development Programmes (FDPs). The main target of JKEDI is
involvement of youth in the entrepreneurial projects to boost the economy of the state and
address the issue of unemployment. The institute is presently in the year 2018-2019
providing training through entrepreneurial development programmes (EDPs) under Seed
Capital Finance Scheme, Himayat Scheme and Youth Start Up Loan Scheme (YSLS) in the
districts through its Course Coordinators. Himayat was an initiative by Ministry of Rural
Development, GOI, implemented by JKEDI with EDI of India Ahmedabad as monitoring
agency. It aims at providing entrepreneurial skills for sustainable livelihood to youth of J&K
and facilitate them financially.
In YSLS, the institute provides loan for projects costing up to rupees twenty lakh and
are financed at simple interest rates (6%) by the institute. Entrepreneurs under any of these
schemes have to undergo a three weeks training which is mandatory. The institute also
provides term loan under the scheme National Minorities Development Corporation
(NMDFC) to the marginalized sections of the society at 6% simple interest rate for setting
up of micro level enterprise. The support service is being run in collaboration with NMDFC
as it is named after it. The average loan amount can go from Rs. 3.00 lakh to 10.00 lakh
depending upon the requirement.
The most commonly defined determinants of entrepreneurship at the macro level are the
growth of GDP coupled with employment, investments, cost levels, inflation and the interest
rate level (Highfield and Smiley, 1987, Bosma et al, 2005). One of the fundamental variables
is human capital that explains the likelihood of a skilled individual of becoming an
entrepreneur particularly by recognising the window of opportunity (Evan and Leighton
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1989, Kim et al, 2006, Williamson, 1971). Entrepreneurs can be developed through strategic
planning of training programmes and their implementation. Development of
entrepreneurship involves awakening, sharpening and exposing the individual to the realisms
of creativity, possibilities of innovation and challenges from emerging realities
(Darakhshan, 2011).
McClelland (1961) was of the view that entrepreneurship development could be
mustered through training and development of the individuals for being successful. Such
achievement motivation could be well encapsulated by his Kakinada Experiment in Andhra
Pradesh, India. In the same way JKEDI is paving ways for successful entrepreneurs.
Undoubtedly entrepreneurship, innovation and economic growth are interrelated through
considerable advances, breakthroughs and emergence of a knowledge intensive society
(Pontus, 2010).
Objectives of Study
The study is focused on the following objectives:
to study the entrepreneurial opportunities facilitated by Jammu & Kashmir
Entrepreneurship Development Institute
to review the major requirements in terms of capital cost and structural parameters
and equipments needed for the business unit
to review the support services provided by the JKEDI in order to facilitate young
aspirants for start-up business through financial schemes
to identify the problems if any and suggest suitable measures.
Methodology Adopted
The study is significantly based on the secondary sources of data especially the
reliable official sources of JKEDI and all other related institutions. However information has
also been obtained from the primary sources which include face to face interviews and
observations of the personnel concerned with the Jammu & Kashmir Entrepreneurship
Development Institute. Critical review of the secondary sources of data was also done which
include information, education & communication material (IEC) published by Department of
Animal Husbandry, District Industries Centres, online journals, reports and periodicals. The
citation of the past research on the subject parameters was also undertaken.
Entrepreneurial Opportunities
JKEDI focuses on those sectors where resources can easily be available locally and
can easily be undertaken. These include hollow block manufacturing, corrugated
packaging, walnuts, bee keeping, wire nails, poultry farming, leather tannery and
mushroom cultivation.
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During the 116th Steering committee meeting of Seed Capital Financial scheme
(SCFC) held on 23rd July 2018; 145 cases were approved for seed capital fund scheme by
JKEDI starting from Rs.1.30 lakhs to 20.0 lakh for dairy farming, poultry and sheep
farming, manufacturing of sanitary pads, dry fruit processing, printing press, manufacturing
of gold ornaments, paper bags, fruits and vegetable processing, steel fabrication, paper
napkins, spare parts DTP and stationary store, establishment of guest house, poly clinic and
diagnostic centre, boutique, sale of pesticides, mobile accessories, paints, readymade
garments, footwear fungicides, timber trading, e-commerce, ply and glass store, general
store, manufacturing of bakery, beauty saloon and cosmetic store with unit locations in
Srinagar, Pulwama, Ramban, Poonch, Baramullah, Bandipora, Budgam, Sopore, Kulgam,
Kishtwar, Jammu, Rajouri, Kathua, Udhampur, Doda, Anantnag, Kupwara, Kargil, Leh,
Ganderbal, Nubra, Shopian, Ladakh and Samba which accounts for total of Rs. 618.17
lakhs. A brief account of some of the common entrepreneurial opportunities in the state is
discussed as follows:
Hollow block Manufacturing
Hollow blocks substitute the conventional bricks and stones in construction of
buildings. They are lighter than bricks, easier to handle and also cost effective. These are
preferably used in construction for interior and exterior walls, panel walls, and columns as
they are comparatively of uniform texture and involve a lower labour cost. The raw
materials required are cement, crusher Bajre and crusher dust. The Table 1 reveals the
economics of hollow block manufacturing.
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are registered dealers who supply these machines required for the process. The buyers of
these corrugated boxes include exporters, packaging units, manufacturing units and
intermediaries.
Financial assistance can also be provided by J&K Bank and District Industries
Centre (DIC) apart from JKEDI under various schemes. However various other relevant
departments have to be approached for necessary formalities/approvals. Table 2 exhibits the
economics of corrugated packaging.
Table 2: Economics of Corrugated packaging
Types of 1. Single face/two ply
Corrugated 2. Single wall/ 3 ply
Board
3. Double wall/ 5 ply
4. Trip le wall/7 ply
Total Capital Rs. 57.00 lakh (including Land owned/leased/hired around 1.5 to 2 kanals
Cost , building (5800 sq. ft):Rs.22.00 lakh and machinery: Rs. 35.00 lakh)
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The major areas of production in the J&K state are in Kupwara, Pulwama,
Anantnag, Ganderbal and Budgam. There is a dire need for setting up of the processing
units as per the increasing growth in total crop production. Currently there are 136
processing units for the crop against a total demand of at least 6200 plants of varying sizes
(jkedi.org>resources>walnuts). The major markets within India are Delhi and Mumbai and
Europe is the foreign destination which is a potential market for walnuts. 85-90 per cent of
the total production of walnuts is exported, out of which 35-40 percent exports are
unprocessed walnuts. Walnut business apart from being a very flourishing one in J&K, yet
there are certain challenges the trade is confronted with. The machinery required for setting
up a processing plant for walnuts has to be imported from outside the state. The colour of
the kernels may degrade soon as the walnut fruit is quite delicate one. There may be
fluctuations in the rates that affects the profits negatively in the absence of the defined trade
regulations. Walnut exports often have to face competition from outside the country and
deforestation of walnut trees affects the overall production every year. However the demand
is ever flourishing as the major portion of the product goes into the pharmaceutical purpose.
Table 3 shows the economics of walnut processing.
The other departments to approach for accreditation and approvals are National
Horticulture Board (NHB) and Indian Centre of Agricultural Research (ICAR) for expert
advice, Ministry of food processing industries (MOFPI) for product safety certification and
Agricultural and Processed Food Products Export Development Authority (APEDA).
However JKEDI trains the young aspirants and assists them financially with their seed
capital and youth start up loan schemes for starting up the enterprise.
Bee Keeping
Jammu & Kashmir is one of the most suitable places for bee keeping in India owing
to its favourable climate and diverse bio resources. The state imports honey worth over Rs.
8.5 million from other states yearly due to the fact that the bee keeping potential of the state
is still an untapped business opportunity in J&K (jkedi.org>resources>beekeeping). The
relevant Departments to approach include Department of Agriculture, Kashmir for expert
advice and Revenue Department for land documentation. Table 4 exhibits the economics of
bee keeping.
Dairy Farming
Dairy farming usually referred to as White revolution is acknowledged as a
significant business option in bringing about socio economic stability in rural and semi
urban areas. However in Jammu and Kashmir, there is a lack of high end dairy processing
units, due to which expansion and modernisation of the processing plants and setting up of
new plants will be a lucrative step. Table 5 displays the economics of dairy farming. The
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suppliers include registered dealers of livestock, feed, medicine and equipments while as
buyers include cooperatives, milk processing plants, households, hotels, restaurants and
milkmen. Relevant departments to approach are Department of Animal Husbandry for
expert advice, Shere-Kashmir Agricultural University of Science and Technology
(SKUAST), revenue department, state pollution control board, power development
department and public health engineering for water connection.
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The suppliers include registered dealers of livestock, feed, medicine and equipments
while as buyers include cooperatives, milk processing plants, households, hotels and
restaurants and milkmen.
Wire Nails:
There is a huge demand for manufacturing of wire nails as the valley is witnessing a
construction boom, use of wooden frames for doors, windows and almirahs alone boosts
demand for nails worth Rs. 30 crore every year, out of which the domestic production of
wire nails contributes to only Rs. 1 crore (jk edi.org>resources>wirenails). There are only
a few units in the valley producing wire nails. These nails are manufactured in a nail
making machine to which the coils of metal are fed producing around 700 nails per minute,
which are then twisted, cleaned, finished and packaged. Table 6 shows the economics of
wire nail manufacturing.
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(SIDCO) for land allotment, State Pollution Control Board, Power Development
Department (PDD) and Public Health Engineering (PHE).
Poultry farming
Poultry farming is a potentially great business opportunity in Jammu & Kashmir.
There is a lot of demand in the valley for the supply of poultry with only a few players in
the market presently. The business promises good profit margin and has a tremendous scope
for expansion as well, however, due care has to be taken for prevention of diseases and
infection outbreak to the stock. Table 7 exhibits the economics of poultry farming.
The suppliers include registered dealers of day old chicks, feed, medicine and
equipments and buyers include households, dealers, hotels, restaurants and retailers.
Relevant departments to approach are Department of Animal Husbandry for technical
support, Pollution Control Board for clearance, Power Development Department for
electricity connection, Public Health Engineering for water connection, local bodies for
construction clearance and district outlet of Jawahar Lal Nehru Natural Solar Mission
Table 7: Economics of Poultry Farming
Costs involved for setting up a unit with capacity of 3000 chicks per hatch for a period of
35 days
Total Capital Cost Land (pre owned, leased or rented, 1 kanal, ideally agricultural
land)
Building: Rs. 8.55 lakh
Machinery/Equipment: Rs. 0.39 lakh
Operational Cost: 2.97 lakh
Grand Total: Rs. 11.91 lakh
Estimated Returns Rs. 4.45 lakh in total by sale of 2850 broilers and sale of gunny
bags and manure
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figure. To a surprise, despite of such a huge amount of raw material available, the state has
a few tanneries, therefore, the market has a vast potential of growth and is presently
untapped. Further leather products are used across different industries like sports, furniture,
garments, shoes, automobile etc. However there is a dire need of skilled labour , and
availability of spare parts for machinery which are quite scarce. The supplier group includes
registered dealers of chemicals, machinery and equipments from outside the state. The
buyers include leather and leather manufacturing industries. Relevant government
departments to approach include Industry and Commerce Department for tannery licensing,
State Pollution Control Board for pollution free certificate, Power Development
Department (PDD) for electricity connection, Public Health Engineering (PHE) for water
connection and State Industrial Development Corporation (SIDCO) for land allotment in
industrial area. Table 8 reveals the economics of leather tannery.
Table 8: Economics of Leather Tannery
Costs involved for setting up a leather tannery with processing capacity of 2800 sq ft or 140
animal skins per day.
Total Capital Cost Land (hired or leased, 5 kanals, industrial area )
Building: Rs. 50 lakhs
Machinery/Equipment: Rs. 38 lakhs
Operational Cost: 110 lakhs
Grand Total: Rs. 198 lakhs
Building Shed for machinery: 35x25 sq ft
Parameters Raw material (sheep): 20x20 sq ft
Raw material (cattle): 20x20 sq ft
Storage for wet blue leather: 30x 20 sq ft
Office: 10x10 sq ft
Equipments Soaking drum
Liming Drum
Tanning Drums
Flashing Machines
Estimated Returns Rs. 135.5 lakh (earnings after 3 months)
Source: Official Records
Mushroom Cultivation
Rich in proteins, vitamins, minerals, folic acids and iron, mushrooms are a nutritious
vegetarian delicacy and a great source of income for centuries. These can be grown in a
temperature between 20 and 30 degrees Celsius and relative humidity is 55 – 75 percent.
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The main consumers of mushrooms are Chinese food restaurants, hotels, clubs and
households as well. There is also growing market for processed, dried and packaged
mushrooms as their shelf life is longer. A rich compost, good quality mushroom seeds and
favourable temperatures are a must for successful mushroom cultivation. The raw materials
required are wheat/ rice bran, poultry waste, urea, potash, choker, oil cakes, molasses,
gypsum, peat soil, spawn and newspapers/waste papers. For cultivation of mushrooms,
wooden trays are needed of parameter; 100 cm x 50 cm x 15 cm, which are filled with
compost leaving a 3 cm space above the tray. The seeds are scattered on the surface and
then layered above with compost. With right temperature and sterilization to kill insects,
mold or nematodes, regular production of mushrooms is ensured.
Processing and packaging of mushrooms is a very sensitive and critical procedure.
Fresh mushrooms are treated with cold water and then with boiling water for around half an
hour. Then these are dehydrated in drier and packed. Fresh mushrooms are put in saline
water to prevent them from discolouration. Finally the treated mushrooms are canned in
plain cans with suitable solution to favour shelf life. Total mushroom yield from 400 trays
is 1600 kgs (jkedi.org>resources>mushroomcultivation). Relevant departments to
approach include Department of Agriculture, Sher-e-Kashmir University of Agricultural
Science and Technology, Kashmir, Centre of Research and Development, University of
Kashmir and Krishi Vigyan Kendras. The supply can be ensured from registered dealers of
equipments, chemicals, spawn, peat soil, molasses and gypsum. The buyers are domestic
market-hotels, restaurants and households, national market and export markets. Table 9
arrays the economics of mushroom cultivation.
Table 9: Economics of Mushroom Cultivation
Costs involved establishing 400 trays mushroom cultivation unit or 4 batches in a year
(yield per batch: 4kg/tray).
Type of Mushroom Button Mushroom
Dhingri (oyster)
Paddy Straw Mushroom
Total Capital Cost Land (owned, hired or leased,1/2 kanal)
Building: Rs. 5.00 lakhs ( 1000 sq ft)
Machinery/Equipment: Rs. 4.77 lakhs
Operational Cost: 1.80 lakhs
Grand Total: Rs. 11.57 lakhs
Building Parameters Size of different sheds: 25x20 (2 Rooms)
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Highfield, R. and Smiley, R., (1987), ―New Business Start Ups and Economic
activity: An empirical Investigation‖, International Journal of Industrial
Organisation, 5, 51-66.
Journals.sagepub.com (The Journal of Entrepreneurship).
Kim, P., Aldrich, H and Keister, L., (2006), ―Access (Not) Denied: The Impact of
Financial, Human and Cultural capital on Entrepreneurship Entry in the United
States‖, Small Business Economics, 27, 5-22.
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RAGHAVENDRA, R
Research Scholar, Annamalai University, Annamalai Nagar.
Dr. M. KAMARAJ
Assistant Professor, Dept. of Business Administration, Annamalai University
ABSTRACT
In many countries, employee‟s engagement has emerged as a potential factor for
organizational Performance. Many practitioners of human resource management have
poorly understood measurement of employee motivation for activities and more precisely its
commitment. Employee engagement is stronger predictor of positive organizational
performance clearly showing the two-way relationship between employer and employee
compared to the three earlier constructs: job satisfaction, employee commitment and
organizational citizenship behaviour. Engaged employees are emotionally attached to their
organization and highly involved in their job with a great enthusiasm for the success of their
employer, going extra mile beyond the employment contractual agreement. It is presumed
that the results of the present study will be of importance to organizations, which seek to
enhance the levels of engagement of employees‟ status. Further, the results of the
investigation would throw new light on the components of employee engagement and
organizational effectiveness. The outcome of the study would also help organizations a great
deal in formulating suitable programs and appropriate methods to improve organizational
effectiveness.
Key Words: Employee Engagement, Employee retention, Organizational Effectiveness
INTRODUCTION
Employee engagement has been perceived as a motivational factor towards
organization‘s objectives achievement.The good environment that is offered to the worker
enables him to offer the best that the organization needs for its achievement of goals and
objectives Studies indicate that there is no single description regarding engagement of an
employee. There is no generalaccepted approach to describe the terminology of employee
engagement. Employee engagement is characterized by the presence of workers at work
place, fulfillment of its responsibility, leadership relationship with workers and leadership
consideration of workers as focal point for organizational performance. Lumina (2014)
argued that employees were engaging in complex transactions that were structured in such a
manner in order to misrepresent the financial performance of the organization. There are
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many aspects of life and not only services that characterize employee engagement. Diversity
of organizations intensifies problems of work place that hinder organization performance.
Studies show that individual employee‘s problems can be of personal ability to work,
supervision issues of leadership and personal trauma to cope with the workload.
Organizations tended to consider financial aspects of employee to achieve organizational
goals. Regardless the size of the organization and its type, objectives from nonfinancial
factors could be benefit to the organizational performance. In Addition, the report indicated
that measuring employee engagement could help the organization understand what it needs
to build organization performance. Managers and other financial workers put their emphasis
on financial factors to achieve organization performance dealing with earnings and
accounting returns, calculating financial benefits from project operations. They put little
emphasis on employee engagement and satisfaction, which are nonfinancial factors that are
important to bring long-term organization performance. Hromei indicated that the human
related issues were neglected, while it is now a well-known aspect that employees‘
satisfaction will translate into a higher financial performance, through creativity and
dedication to the organization‘s goals. Achieving organizational goals requires holistic
thinking and integrated action. In order to achieve increased and sustainable business results,
organizations need to execute strategy and engage employees. To create organizational
effectiveness, business leaders need to focus on aligning and engaging their people, the
people management systems, the structure and capabilities (including organizational culture)
to the strategy. This engagement results in higher financial performance, higher customer
satisfaction and higher employee retention.
BENEFITS OF EMPLOYEE ENGAGMENT
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organizational effectiveness, measure these variables by appropriate scales, and identify the
pitfalls, which if corrected, would ensure high employee engagement and organizational
effectiveness in companies. It is presumed that the results of the present study will be of
great importance to companies, which seek to enhance the levels of engagement of
employees‘ status. Further, the results of the investigation would throw new light on the
components of employee engagement and organizational effectiveness. The outcome of the
study would also help organizations a great deal in formulating suitable programs and using
appropriate methods& strategies to improve organizational effectiveness.
OBJECTIVES OF THE STUDY
1) To know the various factors of Employee Engagement and Organizational Effectiveness
2) To understand Employee Engagement strategies
FACTORS INFLUENCING EMPLOYEE ENGAGEMENT
Hygiene and Motivation Factors for Employee Engagement
Employee engagement has been linked with almost every aspect of management in some or
other form. Although there are not enough evidences to support a direct relationship between
them but several factors show that they are indirectly connected with each other. In the same
way, the hygiene and motivation factors have also been associated with employee
management. In fact, they have proven to be dependable and unswerving predictors of the
level of involvement and engagement of employees towards their jobs.
Motivation factors are intrinsic conditions that influence the level of employee
engagement. They have the ability to satisfy one‘s own psychological needs including sense
of achievement, personal and professional growth, proficiency and status in the organization.
The psychological fulfillment at any stage of an individual‘s career plays a vital role in
determining his or her involvements and commitment towards their work as well as the
organization.
Hygienic factors, on the other hand, are considered the extrinsic conditions that
motivate employees to perform their best and feel committed towards their work. The
factors such as working conditions, organizational culture, remuneration, perks and benefits,
job security and relationship with colleagues and subordinates and immediate supervisors
play an important role and make them stay within the organization and grow with it.
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MOTIVATION FACTORS
Career Progression: The talent is attracted to work with only those organizations
that can help them build up a career. Organizations must have clear and well defined
policies regarding the career progression of its employees.
Sense of Achievement: Last, but not the least, the sense of achievement gives
psychological fulfillment to any individual at the end of the day. Organizations can
help their employees achieving this feeling by recognizing and rewarding their
efforts.
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HYGIENE FACTORS
Remuneration and Benefits: The wages and additional benefits are the first
requirement to attract a pool of talent and actively engage them in their jobs.
Job Security: Individuals want to associate themselves with only those organizations
where they can have job security. Highly productive and most reputed private firms
are far more popular than government sector companies just because they offer good
compensation, job security and excellent working conditions.
In 2017, Gallup‘s State of the Global Workplace report revealed that only 15% of employees
worldwide are engaged in their jobs – meaning that they are emotionally invested in
committing their time, talent, and energy to adding value to their team and advancing the
organization‘s initiatives.This means that the majority of employees show low overall
engagement. Workplace productivity was low and employees and organizations are not
keeping up with workplace demands fast enough.More Gallup research shows that employee
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disengagement costs the United States upwards of $550 billion a year in lost productivity. As
employee engagement strategies become more commonplace, there is an amazing
opportunity for companies that learn to master the art of engagement.
Jacob Shriar, in a piece on OfficeVibe, tells us that
Disengaged employees cost organizations between $450 and $550 billion annually.
Highly engaged business units realize a 41% reduction in absenteeism and a 17%
increase in productivity.
Highly engaged business units achieve a 10% increase in customer ratings and a 20%
increase in sales.
Customer retention rates are 18% higher on average when employees are highly engaged
The term ―engagement‖ has been used so often and in so many different situations that it‘s
become hard to define. Many people think it means happiness or satisfaction, but it‘s much
more than that.According to Gallup, who has been collecting and measuring employee
engagement data for nearly 20 years: ―Though there have been some slight ebbs and flows,
less than one-third of U.S. employees have been engaged in their jobs and
workplaces.‖Imagine if every employee was passionate about seeing the company and its
customers succeed. The only true way to ensure that your customers are well taken care of is
by taking care of your employees. This is known as the service-profit chain, a concept first
introduced by Harvard Business Review in 1998. It‘s still as relevant today as it was
then.Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result
of customer satisfaction. Satisfaction is largely influenced by the value of services provided
to customers. Value is created by satisfied, loyal, and productive employees. Employee
satisfaction, in turn, results primarily from high-quality support services and policies that
enable employees to deliver results to customers.The service-profit chain is the flow from
the culture you create to the profits you generate and every step in between. The key is to
start internally. When you create an environment where employees are happy, productive,
autonomous, and passionate about what they do, they‘ll provide better service to your
customers.That amazing service will create many loyal customers, leading to sustainable
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growth and profits. That‘s why it‘s important for every leader in an organization to
understand the service-profit chain and how each step impacts the other.
EMPLOYEE ENGAGEMENT EXAMPLES
There are of course many ways to show your employees they are valued, and to keep them
focused and engaged on company success. According to Forbes, there are certain items in
the benefit package that will help in creating employee engagement:
Health Insurance
Company Parties (social engagement)
Gifts (new babies, appreciation luncheons)
Employees go home to different roles–parent, caregiver to a loved one, a church or civic
leader, spouse, bandmate, freelancer, artist, neighbor–and the people they are closest to
impact their lives and perspectives about work in meaningful ways. Acknowledging those
relationships and showing they are a priority will increase employee engagement.
HOW TO IMPROVE EMPLOYEE ENGAGEMENT
In a recent article in Forbes, Brent Gleeson, a former navy seal and successful businessman,
gives solid advice on ways to improve employee engagement. When managers are engaged,
their team members can confidently state the following:
I know what is expected of me and my work quality.
I have the resources and training to thrive in my role.
I have the opportunity to do what I do best – every day.
I frequently receive recognition, praise and constructive criticism.
I trust my manager and believe they have my best interests in mind.
My voice is heard and valued.
I clearly understand the mission and purpose and how I contribute to each.
I have opportunities to learn and grow both personally and professionally.
The steps for improving engagement aren‘t complex, they simply must be prioritized. This
means engagement must be a core function of the manager‘s role. The following steps can
help the manager to accomplish this.
Step 1 – Put Everyone in the Right Role
Again, get the right people on the bus and make sure they are in the right roles. This means
that all talent acquisition and retention strategies have to be aligned with meeting company
goals.
Step 2 – Give Them the Training
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No manager or leader can expect to build a culture of trust and accountability — and much
less improve engagement —without setting the team up for success. This means providing
the proper training and development while removing obstacles.
Step 3 – Task Meaningful Work
Engaged employees are doing meaningful work and have a clear understanding of how they
contribute to the company‘s mission, purpose and strategic objectives. Again, this is why
they first have to be placed in the right role. I‘ve made the mistake of hiring great talent just
to get them in the door – but didn‘t have a clear career path or role for them. If you don‘t sort
those details out quickly, they will leave.
Step 4 – Check in Often
The days of simply relying on mid-year reviews for providing feedback are long gone.
Today‘s workforce craves regular feedback which of course leads to faster course correction
and reduces waste. Use both formal and informal check-in strategies and use them every
week.
Step 5 – Frequently Discuss Engagement
Successful managers are transparent in their approach to improving engagement they talk
about it with their teams all the time. They hold ―state of engagement‖ meetings and
―engage‖ everyone in the discussion and solutions.
Again, these principles are not complex, but must be prioritized. Companies that get this
right will drive greater financial returns, surpass their competitors, and easily climb to the
top of ―the best places to work‖ lists.
CONCLUSION
Employee Engagement is a positive attitude held by the employees towards the organization
and its values. It is rapidly gaining popularity and importance in the workplace and impacts
organizations in many ways. An organization should thus recognize employees, more than
any other variable, as powerful contributors to its competitive position. Engaged employees
can help your organization achieve its mission, execute itsstrategy and generate important
business results. Therefore employee engagement should be a continuousprocess of learning,
improvement, measurement and action. This paper provides some noteworthy implications
for practitioners. It focuses on the various factors which influence employee engagement &
the strategies . It has been observed that organizations with higher levels of employee
engagement outperform their competitors in terms of profitability. Engaged employees give
their companies crucial competitiveadvantages—including higher productivity, customer
satisfaction and lower employee turnover. Therelationship between employee engagement
and organizational outcomes would be stronger if better measures were used. Thus,
organizations need to better understand how different employees are affected by different
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factors of engagement and focus on those in order to achieve the strategic outcomes as well
as to improve overall effectiveness.
REFERENCES
Ashton, C. and Morton, L. (2005).‗Managing Talent for Competitive Advantage‘,
Strategic HR Review, Vol 4, No 5, pp 28- 31.
Bakker, A. and Schaufeli, W., (2008). Positive organizational behavior: engaged
employees in flourishing organizations, Journal of Organizational Behavior, Vol. 29,
Issue 2, pp. 147 – 154.
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